The First Tactic
The first tactic will include active resistance: criticism of the changes statements against the changes, as well as boycotting the changes being implemented, and clearly avoiding the introduction of innovations. In business communication, non-ecological manipulation can be chosen: transitions to personality and impulsive attacks. This can ultimately lead not only to a deterioration of the atmosphere in the team when the effectiveness of the work of subordinates will suffer.
Also, the consequence may be burning out of the desire to make changes due to constant emotional tension and stress. It is necessary at meetings dedicated to discussing changes to try to consciously bring the manager to emotions. This can be done by asking questions that will bring them to a stand or draw them into an argument. Workers also should respond to all proposed ideas and assist in making changes exclusively with the help of sarcastic remarks.
The Second Tactic
The second tactic is passive rejection, expressed in doing work the old way or slowing down the pace of work, reducing the intensity of labor. It is also possible to deliberately worsen the socio-psychological climate and the emergence of conflicts. The number of conflict situations between employees and management and among employees will increase.
Employees can reduce their innovative activity: they will offer fewer new ideas, and they will stop expressing their willingness to take on projects with a certain level of risk. It is possible that some valuable employees themselves will submit a letter of voluntary resignation.
It is also possible to put pressure on employees who agree with the changes and spread rumors about the exaggerated scale of staff reductions. Employees can try to work in the old way or work slowly and poorly, which will undoubtedly hinder the successful implementation of organizational changes.