Reactions

=Reactions= After researching Zaltman and Duncan's Resistance to Change, a couple of reactions are worth noting. First, it is interesting that their approach to change takes an acute look at what most people try very hard to avoid - resistance. By taking this usually negative aspect of a change effort and breaking it down into categories resistance is transformed from a negative and into tool to gauge the progress of a change. By paying attention to resistance, rather than avoiding it, push back from intended adopters can be used a barometer during the entire change process.

Second, as the areas of Cultural and Social barriers to change are analyzed, it is interesting that many of the resistance types displayed by groups of adults during a change parallel many childlike behaviors. For example, cultural ethnocentrism can be likened to the young child that states "I'm better than you are" and refuses to listen to other children. Group Solidarity is the teenager who refuses to listen to their parents since "they don't understand what I am going through." Finally, Conformity to Norms is the child who is fearful to act against the group and succumbs to group peer pressure. Even as adults these same cultural and social behaviors manifest themselves as forms of resistance to change. This emphasizes just how deeply rooted Zaltman and Duncan's identified barriers are in human psychology and their social environments.

People can often resist change due to their habits, as they might be used to a certain way of doing things and might be worried about what they think might happen. They might also have a certain sense of security and have a level of comfort, which they do not want to lose. Economic factors can also contribute to individuals being resistant towards change as it affects the ‘fear of the unknown.’

Organizations can resist change also due to the fear of the unknown and if the change is negative then the organization could feel threatened. A threat to expertise and established power relationships could resist change. Organizations that have a limited focus on change and are comfortable with their current situation will also resist change. The main reasons as to why people are not willing to have a new style of work are due to fear, loss, uncertainty, misunderstanding or disagreement.

Several steps can be taken to overcome resistance to change. Involving people in the process of change and increasing participation has been shown to reduce anxiety, fear and uncertainty. Participation will improve understanding of the details of change and people will feel more committed towards the new working style if they are involved in the decision making process. Providing support, facilitating, educating and communicating effectively about adjustment to individuals in organizations will reduce resistance towards change. Furthermore, for organizations where change is a necessary part of the culture or experience, it is wise to select and retain individuals who show an openness to and comfort with change.