This course will be about the major sources of resistance that reside in basic human characteristics. There are four main reasons why individuals may be resistant to change. The e-learner should be able to identify the four main characteristics at the end of the e-learning module.Throughout this short course there will be true and false, multiple choice,fill in the blank questions and an open question at the end to assist the e-learner.
This first section is a quick overview of individual resistance. What is it?
First of all, resistance stems from basic human characteristics like perceptions, needs and personalities. For every person the basic characteristics are slightly tweaked and uniquely different.
First reason why individuals may resist change is in their own self-interest. People are scared that they will lose something of value to them if change happens. So, people look after their own self interests rather than those of the total organization.
The second reason why individuals resist change is through misunderstanding and lack of trust. Individuals resist change when they do not understand the nature of the change and fear that the change will outweigh any gains for themselves.
This resistance to change often occurs when they don't trust those initiating the change.
This section will be a quick assessment to make sure we have the first two reasons why individuals may be resistance to change down pat.
Resistance to change resides in the basic human characteristics, what are they?
Perceptions, needs and perspectives.
Needs, personalities and assumptions.
Needs, perspectives and assumptions.
Perceptions, personalities and needs.
In self-interest, people worry that something will happen to them if change occurs. Select the correct response.
People resist change when they don't understand the ________of the change and_____that the cost of change will outweigh any potential gains for them.
This section will focus on the third individual reason for resistance to change, different assessments.
People resist change when they view it differently than their managers do and think the costs outweigh the benefits.
The managers could assume that the employees have the same information that they do, but often this is not the case.
The fourth section for resistance to change is low tolerance for change.
Low tolerance for change means that people resist change because they worry that they do not have the skills and behaviour required for the new situation.
People may also feel that they are being asked to do too much, too quickly.
Above all, individuals worry that being asked to change could indicate that their actions of the past were wrong.
The last section will be a quick assessment on the third and fourth reason for resistance to change.
People resist change when they view it differently than their managers do and think the costs outweigh the benefits. (True or False)
Type your statement here...
The managers could assume that the employees have the same ____________ that they do, but often this is not the__________.
Low tolerance for change means that people resist change because they worry they do not have these two factors that are required for a new situation, what are they?
skills and perspectives
perspectives and perseverance
behaviour and critical thinking skills
skills and behaviour
Review of the four main sources for individual resistance to change.
Of the four main sources for resistance to change, what do you believe is the strongest source? Could it be something that was not mentioned?
Above all, managers need to learn how to address individual resistance to change. Managers have the important role of encouraging and building positive relationships with their co-workers.
This concludes the e-learning module. I thank you for your time and hope you use the four sources to individual resistance to break down barriers.
Change has a profound impact not only in the workplace, but for the overall well being of individuals. If people can recognize these four main sources and constructively work on them, they can not only improve themselves, but their organizations.
Organizational Behaviour, Concepts, Controversies, Applications. Nancy Langton, Stephen P. Robbins Timothy A. Judge. Seventh Canadian Edition. (2016), p 496.