The Change Process : When resistance is easier to prevent than to cure

Abstract: Background: Strategic changes are often carried out with good intentions, but managers and subordinates may assess the change differently. Consequently, subordinates start to resist the change. Purpose: The purpose of this thesis is to explore the internal resistance, which often is a consequence of strategic changes. We aim to draw conclusions based on the employees’ perception of how resistance to strategic changes should be prevented and handled. Limitations: This thesis investigates one subsidiary within the Sydkraft Group in Norrköping. Furthermore, it deals with the manager’s possibilities to prevent and handle resistance. Procedure: Five interviews were carried out at Sydkraft Service Partners. Results: The most common form of resistance is subtle resistance, which oftentimes is invisible to managers and therefore, not managed successfully. Managers should manage resistance by adapting the speed of the change process to the employees, communicating with them, and educating them.