"Resistance is Futile"

In overcoming resistance to change the first strategy perhaps is to adjust one's perception of the phenomenon of resistance (Piderit, 2000). Currently resistance is viewed as something that must be overcome in many academic texts. This perception tends to take a pro-management slant, offering little balance to the investigation of this phenomenon. Addressing resistance in a manner reflective of balance can lead to more inclusive and accurate perceptions of the situation. This balance is crucial to finding an appropriate response to resistance, as the mental models or perceptions we hold, influence the quality of the decisions we make (Senge, 1992).

A second strategy in which resistance can be addressed is to create a sense of urgency within the organization. If a sense of urgency is created within the institution, the drive to find an appropriate response is enhanced. Participants in the process would welcome an agreed-upon decision.

A third strategy in addressing resistance is to create a guiding coalition comprised of employees from varied backgrounds. This practice creates a sense of shared responsibility, destiny and vested interest across the entirety of the organization. The cohesion fosters the strong foundations of collective action.

References:

Piderit, S. K. (2000, October). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783.

Senge, P. M. (1992, March/April). Mental models. Planning Review, 20(2), 4-11.