Explain the “1/3 rule” and its relationship to the resistance to organizational change.

Question

What will be an ideal response?

Answer 1

The “1/3 rule” is a rule of thumb that explains how organizational members are likely to fall out in terms of their support for, or resistance to, organizational change. They often fall out into three categories of about a third each. Initially, about 1/3 of the people will buy in simply because they like change or trust the leader. They will relatively easily support the change. Another 1/3 will be skeptical and wait for evidence that the change effort is serious and can yield good results. This group is known as “fence-sitters.” Here the leaders’ job is to continually signal the change is happening and progress is being made. When this third can be convinced to go along with the change and thereby bring two-thirds of the group to adopt the change, often the remaining third have little choice but to go along or get left behind. The resistors or the last third pose a more serious challenge. If left unchecked and/or unchallenged, they can derail the change effort. This bottom 1/3 can be thought of as bad and worse. The bad among them will not support the change, but stay relatively quiet. A fraction of this third will be worse, and actively resist the change effort (“true resistors”) and attempt to undermine it. These types must be removed from the system or culture as soon as possible. “True resistors” must be dealt with directly, and if need be, harshly (in other words removed or fired).