Superordinate Goals and Manager's Role in managing resistance to change

                                       1. Superordinate Goals

Superordinate goals in psychology are such goals which can be achieved through cooperation and coordination of a large number of individuals or groups.. The goals are, usually so large that a particular group from within a larger group or congregation cannot achieve it even if they so desire.

Superordinate goal is a concept pioneered by Muzafer Sherif(as in Granberg & Sarup,1992), a noted Turkish-American founder of Social Psychology, who through her ‘Robbers Cave Experiments’ laid the foundation for this concept of Superordinate goal.

            Organisations usually believe that organizational goals can be achieved by allotting individual goals to different persons or teams or groups. Such individuals or teams or groups try to steal march over one another because human nature always tries to corner glory and establish superiority over the peers (Beal, Cohen, Burke & McLendon, 2003). But when the goal is superordinate, the individuals or smaller groups and teams come to a reconciliation that unless all of them put their shoulder to the wheel, the goal cannot be achieved. They put aside all their differences and personal ambitions and cooperate with one another and complement the work of one another and thereby achieve the superordinate goal, which may ultimately lead to the achievement of organizational goal.

2. Manager’s role in managing resistance to change

Whenever there is an introduction of an organizational change, one comes across resistance from employees against such change. This is because people are usually afraid of the unknown and are comfortable with the statusquo(Axelrod,2000). The responsibility of the manager in case of such a resistance to change lies in proactively identifying the nature of the resistance and where it is coming from. To be effective in managing the resistance, managers should know how to (1) identifying the main causes of the resistance and (2) engage the employees to overcome the resistance (Schiesser, 2002).

To identify the root cause, managers can take help of ADKAR (Awareness, Desire, Knowledge, Ability and Reinforcement) model. When once the root cause is identified, there are number of tools with which managers can counter the resistance and facilitate smooth change (Schiesser, 2002).  

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