Module 2 – Case
Individual Resistance to Change
Read the following case study:
Nelsen, B. J., & Valadez, M. S. (2012). Resistance to technological change: The case of the unused calculators. Journal of Case Studies, 30(2), 14-20. Retrieved from EBSCO—Business Source Complete.
Then, in a well-written 5- to 6-page paper, please respond to the following:
Part One: Briefly summarize the circumstances confronting Ms. Figueroa in her quest to have the calculators widely used at the ASD?
Part Two: Identify the key individuals (stakeholder groups) in the unused calculator case, and discuss the extent to which each stakeholder is resistant to change (i.e., is amenable to use of the technology). How might the different perspectives of each of the major stakeholders in this case have come together to further increase the overall resistance to change at the ASD?
Part Three: Using the background readings, what factors—other than the technology itself—do you believe contributed to the resistance to change on the part of each of the major stakeholders you have identified in Item #2 above (mistrust, fear, loss of job security)?
Part Four: Conclude your paper by commenting on the following: Is it possible that Ms. Figueroa can resolve this situation such that the calculators can be used at the ASD? Or is the resistance to change at the ASD now impossible to overcome? Be sure to explain your reasoning.
The following articles may be helpful to you in completion of the Module 2 Case:
Unicorn HRO. (2016, June 7). Handling resistance to technological change in the workforce. Unicorn HRO. Retrieved from
Quast, L. (2012, Nov 26). Overcome the 5 main reasons people resist change. Forbes. Retrieved from
Module 2 – SLP
Individual Resistance to Change
As we have established, resistance to change occurs at various levels: Individual, group, and organization. Moreover, resistance to change is both a workplace and personal phenomenon. Therefore, organizational change theory applies in both contexts.
For the Module 2 SLP, you will consider either a personal or workplace situation in which you personally resisted change. In a well-written 3-4 page paper, please respond to the following:
Part One: (Description): Describe a situation in which you resisted a personal or an organizational (workplace) change.
Part Two (Application and Analysis):
Identify the specific reasons that contributed to your resistance to change. You may use the following article as a source (note the 12 reasons that people tend to resist change):
Torben, R. (2011, May 23). Top 12 reasons why people resist change. Retrieved from https://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/
What measures, if any, were taken (by yourself, by others, by top leadership, etc.) to decrease resistance to change?
What was the outcome of the change, and how were the concerns you identified in Part One above resolved?
Part Three (Insights): Now that you have a better understanding as to why individuals resist change, what insights have you gained that would affect how you would approach this change today? What have you learned that you can use to enhance your ability to lead change? Will you approach the change process differently in the future?
Module 2 – Background
Individual Resistance to Change
Read the chapter entitled “People Barriers to Change” (pp. 41–48) in the Brown (2002) text:
Brown, B. B. (2002). Easy step by step guide to managing change. Havant: Crimson eBooks. Retrieved from EBSCO eBook Collection.
Watch the following video in which Heather Stagl discusses reasons for individual resistance to change that may not be so obvious:
Stagl, H. (2015, Jun 30). How to deal with resistance to change. YouTube. Retrieved from https://www.youtube.com/watch?v=79LI2fkNZ2k
Then, read Chapter 3 (“OCC Dimension 1: Trustworthy Leadership”) in the Focusing on Organizational Change text. Not only must leadership be perceived by the organization’s employees as competent, but employees must also believe that the changes being enacted are being made in the best interests of the organization (that is, leadership must be trusted). Clearly, open communication is key in building trust. The html version of the text may be found here: Chapter 3: OCC Dimension 1: Trustworthy Leadership.
Finally, peruse the following journal article by Erwin and Garman. While this is a somewhat complex article, it is also an excellent summary of the behavioral and cognitive reasons for why individuals resist change. Note specifically how risk tolerance (certain individuals are more amenable to taking risks, thus they are also more willing to engage in change), communication, and trust in leadership play a role—for better or worse—in resistance to change.
Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change: Linking research and practice. Leadership & Organization Development Journal, 31(1), 39-56. Retrieved from ProQuest.
This short video provides strategies for overcoming resistance to change:
Forward Focus. (2016, June 7). 7 strategies for overcoming resistance to change.
YouTube. Retrieved from https://www.youtube.com/watch?v=o9ulQvQdBQY
Finally, read the following practical guide that provides a series of strategies for overcoming resistance to change:
Marker, A. (n.d.). 10 strategies you can use for overcoming resistance to change. Boise State. Retrieved from https://opwl.boisestate.edu/wp-content/uploads/news-A_Marker_Handling_Resistance_to_Change_v4b.pdf
While the following guide is an optional reading, it will also serve as a helpful source for completion of the Case assignment. The guide is a compelling discussion of 10 mistakes that organizations make in organization transformation processes (organizational change). From the perspective of individual resistance to change, take particular note of the sections entitled “Relevance and Meaning” and “Human Dynamics.”
Anderson, L. A., & Anderson, D. (2014, April 7). Ten common mistakes: An overview. Change Leaders Network. Retrieved from http://changeleadersnetwork.com/wp-content/uploads/2016/03/CLNN_TenCommonMistakes_FINAL_140407.pdf
Chapter 3 of Darnell’s text is an excellent discussion of circumstances in which, while it may appear that individuals are resistant to change, the “resistance to change” is instead related a lack of understanding and knowledge as to why the change is necessary (and this is often due to poor communication about the change on the part of leadership).
Darnell, E. (2013). Leading successful changes in your business: Peakmake – A new model combining change management and change leadership. Hamburg: Anchor.
Retrieved from EBSCO—eBook Collection.
The following article (in two parts) from the Change Leader’s Network may be helpful for completion of the SLP assignment, as they provide an excellent overview of employee resistance to change:
Andersen, L., & Andersen, D. A. (2015). Getting smart about employee resistance to change: Part One. Change Leader’s Network. Retrieved from http://changeleadersnetwork.com/free-resources/getting-smart-about-employee-resistance-to-change-part-one
Andersen, L., & Andersen, D. A. (2015). Getting smart about employee resistance to change: Part Two. Change Leader’s Network. Retrieved from http://changeleadersnetwork.com/free-resources/getting-smart-about-employee-resistance-to-change-part-two