Jim works as a business adviser for a small consultancy. The consultancy has a contract from a government agency to supply advice, guidance and sometimes grant funding to start-up businesses. Jim enjoys his work very much as it enables him to draw upon his wide business experience and interact with business owners. He feels particularly satisfied when of his start up clients sinks some roots and establishes a solid business.

One day his senior manager explains to Jim that the government agency are streamlining the grant awarding process so that it will now be done on a computer based scoring system using software Jim will have on his laptop.

His manager goes on to 'sell' this idea to Jim on the basis that it will free up time that he can then spend with his more established clients.

Jim's personality appears to change overnight. He refuses to attend the software training, he rubbishes to proposed changes to anyone who will listen and eventually leaves; finishing with an embarrassing tirade levelled at management during his farewell party.

What explains this resistance to change?

Motivation theory suggests that all behaviour is goal oriented and that our goals are concerned with satisfying needs. Before the change Jim's role was satisfying many needs.

He had been in the role for many years and felt very comfortable; satisfying his need for safety and security. He enjoyed working closely with his clients and feeling part of the business community. This satisfied his need for belonging. Jim liked to be able to demonstrate his business knowledge and give sage advice to his start up clients which satisfied his esteem needs. Jim believes that small businesses are the lifeblood of the economy and good for society thus his role was contributing to his need for self-actualization.

After the seemingly innocuous change Jim has found these needs to be threatened. His need for safety and security is threatened because he worries that the computer programme is just the 'thin end of the wedge'. His need for belonging is threatened because Jim visualizes spending hours at his keyboard inputting data and crunching numbers. His esteem has collapsed because a huge amount of judgement and expertise have been stripped from his role and his need for self actualization is under threat because Jim feels he can no longer work for his firm.

If Jim's senior manager had coached Jim through the change rather than try to sell it to him, she would have been more likely to uncover these needs. Before suggesting any new method of work, managers must find out what goals the individual is trying to achieve and what needs are to be satisfied. Change can then be positioned as an opportunity to increase these things. This implies a change of approach from telling and giving information to seeking information and testing understanding. Coaching in other words.

Such an approach would have enabled Jim's senior manager to provide reassurance that his job was safe, provide evidence that he'd be seeing more clients not fewer and reinforce the idea that Jim's time and expertise could be put to better use than filling out paper based grant application forms.