Resistance to Organizational Change:

the role of Cognitive and affective

process

Submitted by,
Sambriddhi Ghimire
Amit Pathak

Synopsis
One of the barrier to organizational expansion
and growth due to its negative consequences.
investigate the factors that influence resistance
to organizational change.
an intervention strategy to guide management
in developing a method for approaching
resistance when implementing major change.

Case Facts
To investigate the relationship between irrational
ideas, emotions and resistance to change

Issue
Does a relationship exist between an
individuals cognitive and affective processes
and their willingness to adapt to major
organizational change?
How much influential is the Employee
resistance in corporate changes?
What kind of relationship lies between
irrational ideas, what the mind interprets and
resistance to change?

Argument and Opinions

individuals cognitive processes constitute a
determining factor in processes of
organizational change.
the failure of many change programs in
organizations is precisely individuals
resistance to the change

Explanation of Resistance
1. Resistance as a natural and normal process generated by distorted
beliefs or by individuals tendency to assess situations using
extreme categories.
2. Resistance as the intention to resist, and analyzes resistance as
the set made up of perception of the impact of change, of
irrational ideas and of affect
3. Resistance to a negative emotional reaction activated by the
inconsistencies and discrepancies between the cognitive schemes
of individuals and those present in the proposals for change

Cause and Effect of Employee Resistance

A huge impact of employee resistance in corporate change.
Employees who resist change can actually cripple an
organization
Employee naturally rush to defend the status quo if they
feel their security or status is threatened
Organizational change can generate skepticism and
resistance in employees.

Role of Organization
Any management's ability to achieve maximum
benefits from change depends in part of how
effectively they create and maintain a climate
that minimizes resistant behavior and
encourages acceptance and support

Drivers to influence Employee Resistance

Were they involved with designing
the change?
Do they know why the change is
being made?
Do they believe that the reasons for
making the change are valid?
Do they trust the senders of the
change messages within the
organization?
How will the change impact them
and their personal situation?

Conceptual Framework

Hypothesis Setting
H1 : The higher the level of irrational ideas,
the higher the level of behavioral resistance of
change.
H2: The level of emotion has an impact upon
the association between irrational ideas and the
level of behavioral resistance.

Data
Collection
Method:
Questionnaire of
20 item scale for
each instrument

Instrument:

Irrational belief
scale
Emotion Scale
behavioral
intention Scale

Sample Size
A total of 615
useable
questionnaires
were returned at a
response rate of
39 percent.

Study
Location
in Brisbane,
Australia
9 separate
organizations

Study Design
test hypothesis to
examine the
strength of
relationships
between the
variables
designed in
natural setting
with the minimal
research and
without the
interference of
organizational
activities

Methodology

Limitation
Very limited sample size in context of number
of organisation.
The sample location extends to only
government organization and the working
environment is very different of governmental
organization compared private organizations.
Probability sampling would have been better.

Outcome
Change in their organization affects least 90%
moderately
Not affected by the change

2.1%

Affected by a small amount

8.2%

Affected by a moderate amount

20.2%

Affected by a large amount

32.2 %

Affected by a great deal

37.3%

Conclusion
Organizational leaders need to
ensure and communicate that
input is received and valued, even
if some recommendations are not
implemented.
In order to facilitate a smooth
transition from the old to the new,
organizations must be competent
in effective change management.

Organization dont change. Its the people

within the organization that change

Thank You