Managing Deviant Behavior and Resistance to Change

Abstract

The paper focuses on how to manage deviant behaviors and resistance to change. Case study method was used to examine practical implementation of change processes in some selected organizations. It was discovered that change affects four basic aspects of the company: its strategy, technology, structure and employees. All these present individuals with new situations, new problems, challenges, ambiguity and uncertainty and threaten the status quo. Change influences authoritative allocation of both human and material resources and encourages competition which heats up the political climate in organizations. Resistance to change might be expressed through deviant behaviors to truncate the process or prevent implementation. The study identifies proper education, effective communication, facilitation, motivation, negotiation, manipulation, co-optation and coercion as possible methods for managing resistance to change. The use of any of these methods or combination of some, however, depends on the type of organization, nature of resistance and stage of intervention. The paper concludes that capacity to manage deviant behavior and smoothly implement change is critical to organizational survival. Managing deviant behavior and resistance to change should be accorded strategic importance to facilitate effectiveness and efficiency in organizations.