Types of Resistance

The first type is logical resistance. This type of resistance involves the time people in an organization will take to adapt and adjust to the changes (Ortiz, 2012). Naturally, people don’t like changes and spending their time adapting to the changes. For instance, those who usually take lead in managing changes may resist because many of them would not want to accept HR professionals to take lead.

The second type of resistance is psychological resistance. This usually occurs due to fear of the unknown future or losing something valuable. Even though human resource managers are professionals, some organizations may anticipate that those professionals may bring about a negative change. In such a scenario, involving HR managers may be met with psychological resistance. 

The third type is sociological resistance. This relates to the norms, values, and customs of groups within an organization (Hofstede, Hofstede, & Minkov, 2010). Individuals such as the managers and employees may hold different social beliefs and opinions towards HR managers taking lead in organizational change. Some may agree while others may resist. For instance, some proprietors may discuss and conclude that HR managers are a burden to an organization.

To manage these obstacles, firstly, the organization can help its workers adapt and adjust to the changes within the shortest time possible. It can help workers connect to HR managers and the changes they come with.  Secondly, the organization can engage in communication with the managers and supervisors to train them on the benefits that come along with employing professionals thus eliminating fear (Markus, 2004). Thirdly, the organization can adopt a culture of embracing change. By this, individuals will drop their misconceptions and opinions of involving HR professionals in organizational change.


Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw Hill Professional.

Markus, M. L. (2004). Technochange management: Using IT to drive organizational change. Journal of Information Technology19(1), 4-20. DOI:10.1057/palgrave.jit.2000002

Ortiz, C. A. (2012). The psychology of lean improvements. DOI:10.1201/b11898