I would suggest taking a more relational stance, drawing on appreciative inquiry approaches as well as Etienne Wengers work on community of practice which you can down load from his website.Equally adopting a dialogical approach to others in organisational structures can have the effect of embracing resistance Peter Senge work is key.

How to deal with resistance to change from psychological and management point of view?

Addressing resistance to change or management of change (MOC) also can be handled with relationship management in a relational environment which encompasses: clarification on the goal(s) to change, over communication, single version of truth, addressing concerns, change enablement e.g. training, development etc. and change evaluation & announcement.

I think there are multiple reasons why employees might "resist change." It's difficult to generalize. To manage such resistance, one rather obvious first step has to be for management to clearly explain why the change they want is essential. Because certainly, the more experienced employees are likely to have endured many such "changes" over their career, and will have a good idea of just how useful they might be, in the long run.

Another point to consider is that executives who push for change are not necessarily assumed to be experts, or to have particularly deep insights, by the employees. The more cynical (experienced) employees will assume that the executive is merely wanting to "leave his/her mark," more than actually make helpful changes. So right from the start, calls for sweeping changes will be met with considerable skepticism.

As to the changes themselves, if employees see the changes as improving their productivity, which means making their jobs more streamlined, with less bureaucratic overhead, the changes will be more acceptable. Too often, these changes involve extra work from the employees, for instance more elaborate reporting procedures, which should expectedly be a hard sell, from the execs.

In short, the reasons for the proposed changes have to be clear and have to be seen as helping the employees do their job better, to manage resistance. Changes that add burdens to the employees will of course be resisted. Changes that appear to be only for the sake of the executive proposing them will of course be resisted too. Changes that attempt to "fix" something that has never been a problem will also be resisted.

Good point Dr!

Regarding old-aged employees not responding to training and development, what methods can you advice to follow with this category?

People will help build what they create. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. Forestalling Change Fatigue, available at https://www.researchgate.net/publication/238600582_Forestalling_Change_Fatigue, may be of interest.

Article Forestalling Change Fatigue

Sure Ill read it Dr.

Regards

The key thing is that resistance to change is not irrational . Try to understand the logic of that resistance and deal with it. Employees are invariably rational"

Dear colleague,

For the successful management of organizational change and resistance to it, in part, an adequate communication strategy is needed to support its implementation.

 Regards,

Yanica Dimitrova

In order to facilitate successful organisation change, according to the classic change curve model, first step, listen, listen, listen. Communicate to your employees what the change is about, answer questions and get them involved, listen to their fears, concerns and be honest. Ask employees for their feedback and get them to contribute about what they can do about the change. What, Why, How, When and Who are the most important questions here. Coaching is a useful tool to guide teams through organisation change. 

It would be helpful to clarify your statement 'due to old employees resistance to change'. If you meant 'old employees' as elder employees, I do not think they are the only source of resistance to change. Depending on which perspectives you come from, there should be different considerations. A psychological perspective can be from both individual and organisational, the latter usually indicates management point of view. If you focus on managment point of view, I would say what you mentioned is far from enough as they mainly come from the perspectives of individual employees. To be able to consider the impact from management perspectives, you might also need to look at what the change is about, why is the change necessary and how is the changed planned.

I agree with much of the above.

The work of Walton and McKersie et al should be examined.

Yes we as human beeings have a resistance to change. We are convenient but also feel insecure of the "not known".

One thought  I want to share as an answer of the question above is the lack of insight and competence among managers about psychology.

A second answer is, there are managers who doesn´t want people to change.

Con clusion: Help people to overcome resistence in order to become more popular for jobs in the future. The workforce is going through a big change even the attitude towards leadership. We need more leaders and less managers!

Have a good look at the Walton and McKersie literature.

 Resistance is related to our mind reaction for something comes before our mind which is aggressive & which our mind is not to accept the tolerance of the same .Resistance should not remain for longer period in our day to day working environment as it may affect our progress of our working environment .

For this resistance to be kept with the control of the mind so that we may draw a line of demarcation for taking our action  as it is our mind process & we have to control it with our calm & quite manner for finding the solution which may become a useful guideline for the both the parties which may if the attitudes is positive , may certainly turned out to be a formation of friendship .

This is my personal opinion 

It is always interesting to hear personal opinions. However,there is no substitute for examining sophisticated researc into such matters. I repeat, examine Walton and McKersie.

In fact, there are many ways to manage resistence of change in organizations. The most used way is to get the people involved to “participate” in making the change, through convincing them that the new change is fruitful and it works for the organization and their interests.

There is a natural human tendency to resistance to change. This tendency creeps in mainly due to perception, having roots in human psychology. Psychologically reasons are:  a sense of uncertainty, insecurity, lack of confidence and being out of comfort zone. Management approach must be: Transparency, communication, confidence building measures, development of mutual trust, employee involvement in ethical implementation of change.

Easily said, but most of these concepts have both moral and political underpinnings. Resistance to change will generally reflect conflicts of interest. That is why, historically trade unions emerged.

Following attached material may be useful for you. Best wishes!