A survey-feedback approach to the management of resistance to change

Abstract

The aim of this study was to explore the role of feedback in managing resistance to organisational change. A general systems theoretical model of individual resistance to change was developed. It describes the origin, function and outcomes of individual resistance to planned organisational change. The role of feedback within this process was identified as a central one and feedback was therefore identified as an important point of leverage in managing resistance to change. The survey feedback approach was adopted in a retail organisation undergoing significant change. Staff were asked to respond to a survey on their experience of the change. Results were analysed and then fed back to them during group discussions. The process was repeated. It was concluded that the survey feedback approach significantly contributed to a reduction in resistance to change and that both survey feedback approach and the model of individual resistance to change merit further investigation.