Which of the following statements about individuals' resistance to change are TRUE? Select THREE

Resistance to change is a complex individual reaction, not a uniform experience. It is frequently driven by negative emotions, particularly fear of the unknown, loss of control, or perceived incompetence (C). This resistance can manifest in various ways, including passive-aggressive behaviors like intentionally withholding information, procrastination, or ignoring communications such as emails (D). A fundamental tenet of successful change management is the critical role of managers in guiding their teams. Effective managers provide clear communication, resources, and emotional support to help individuals navigate their personal transition process, thereby mitigating resistance and fostering acceptance (E).

A. Individuals experience change subjectively based on their personality, role, and past experiences; it is not a uniform process.

B. High self-efficacy, or the belief in one's ability to succeed, generally correlates with lower resistance and greater adaptability to change, not fear.

1. Oreg, S. (2003). Resistance to organizational change: The role of dispositional and situational factors. Journal of Applied Psychology, 88(4), 680–693. https://doi.org/10.1037/0021-9010.88.4.680

Page 682: Discusses the affective (emotional) dimension of resistance, noting that "resistance is often described in terms of anger and fear." This supports option C. The study's premise is based on individual differences, which refutes option A.

2. Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794. https://doi.org/10.5465/amr.2000.3707722

Page 786: Describes the behavioral dimension of responses to change, which can include "intentional actions (e.g., complaining, foot-dragging) and intentional inactions (e.g., withholding suggestions for improvements)." This supports option D.

3. Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The effects of leadership and employee attitudes on subordinate's commitment to a change. Journal of Applied Psychology, 93(2), 346–357. https://doi.org/10.1037/0021-9010.93.2.346

Page 354: The findings emphasize that leadership support and building employees' change-related self-efficacy are crucial for gaining commitment to change. This supports the principle in option E and refutes the premise of option B.

4. Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127-142. https://doi.org/10.1080/14697010902879079

Page 134: Highlights the importance of "support from management" as a key factor in creating readiness for change and overcoming resistance, reinforcing the correctness of option E.