Dinesh Divekar
Business Mentor, Consultant And Trainer
Training, Motivational Speaker, Writing,
+1 Other

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To all my respected seniors. I recently interviewed with a Human resource professional and realised that, “Resistance to change” is frequently observed. Not only on the part of employees when small changes are required to be implemented to improve the overall functioning of the organization , but also on the part of senior managers as well as the managing directors when attempts are made towards becoming a more people centred organization.
I would truly appreciate your advice and suggestions on how Human resource professionals can overcome such resistance.

From India, Bengaluru
Dear Lean C,
"Resistance to Change" could be on two accounts. One is at personal level and another is organisation's level. As far as personal level is concerned, recently there was discussion titled " <link outdated-removed> ". Please refer it.
At organisational level change is resisted because it becomes part of organisation's culture. If the leadership is resistant to change then we employees are forced to adopt the direction, rules and regulations imposed on them. When management does not prepare any strategic plan, they end up in resisting change.
Resistance to change is common everywhere. After all if everybody starts embracing change so easily then possibly the competition will become far more severe and it could kill spirit behind it. When few are slow to adopt they pave way for the innovators allowing the world to respect them!
Dinesh Divekar

From India, Bangalore
I would suggest you search for posts on Change Management in Citehr to get inputs on 'Resistance to Change' from a corporate perspective.
However since since resistance to change is a universal phenomena and is driven by an individual perspective, it may also help to read through inputs on why people resist change. You may perhaps like to read up on the same by clicking on the following links
Based on the learning's from the above study, I am sure you can develop a strategy to smoothly introduce the changes contemplated at a work place and get a buy in from the relevant stake holders be it management or employees.
Best Wishes

From India, Mumbai
Thank you for your advice and suggestions Mr.Dinesh Divekar and Mr.B.Jacob , even the links that you'll have provided me with have been really helpful. I had a small doubt, what if the change is eventually accepted by the employees. But there still exist a handful of senior managers who are still making it difficult for you to function as a result of this change? How would you advise one to go about such a scenario?
Lean C

From India, Bengaluru
Dear Lean,

Resistance to change depends on the quarter from which it comes from. If the seniors demand change, the resistance is less whereas if the juniors expect change, the resistance is more. If senior managers are blocking change then it could be due to:

a) Organisation does not have culture of change

b) Threat of elimination or diminution felt by the senior management personnel (because of the change)

c) Change is not part of strategic plan made by the top management

d) Lack of foresight or forward thinking

e) Senior management personnel have connection with very top management. Therefore, those who block change know that their employment will remain protected anyway

f) While organisation could be customer oriented, it may not be competition oriented

g) Tendency to be part of the herd rather than leading the herd

h) Top leadership is people oriented. It does not want change at the cost of people

i) Leadership is risk averse. They want competition to experiment and create path for them. While doing so, if "first mover advantage" is lost, it does not matter to them

and so on...


Dinesh Divekar

From India, Bangalore
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