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he details as they were prepared on the paper and could manipulate them to show better profitability and achievement of budgeted targets within a fixed timeline. Every project site in the company used to work as a small construction company which had to deal with Head office only at the time of Internal Audit once in a year. As a result, there was a need to change the way they worked. HCC consulted IBM in march 2006 for introducing SAP in the company. It was called 'Project Sankalp'. All the departments of a project site and all 40 project sites were connected to Head Office in Mumbai. Now this was a major shock to all employees and they opposed the change in the system as mentioned by Saiyadain (2003), Sinclair, (2005) and Mullins (2007). Coetsee (1999) emphasises on the role of management for effectively managing change in such a way that the resistance from the employees can be minimized and maximum benefit from the change can be achieved. The management of HCC did not have this capability. As mentioned by Ansoff (1990), resistance to change introduces costs and delays into the change process. It took 2 years for the management to overcome this resistance. This led to a major loss due to not utilising the resources at its fullest. After learning about the existing theories of change management and managing the resistance, the issue can be understood.

We don't want the change- WHY??
To find out the answer of this 'WHY' is perhaps the most interesting area of research in Human Psychology and Change Management. Many researchers have provided the insights to this resistance to change and discovered the factors those lay beneath the surface of resistance.

The notion of resistance to change is credited to Kurt Lewin (1947). Lewin's (1947) Force Field theory of change involves 3 stages - Unfreezing, Moving and Refreezing. Edgar Schein (1995) provided further detail for a more comprehensive model of change calling this approach 'cognitive redefinition French and bell (1999) give the examples of unfreezing as strategic management activities, data gathering, diagnosis and consultancy. Folger and Skarlicki (1999) claim that organizational change can generate scepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements. In the case of HCC, the 'Unfreezing' stage took longer than expected. Resistance for change was much more higher than the forces for change (Driving forces). People had no motivation for the change (Waddell and Sohal, 1998) and as a result, HCC failed to overcome the resistance from employees.

The major reason was 'lack of communication' as mentioned by Backhard and Harris (1987), Cameron and Green (2004) and Schutta (2006). According to Hutt et al, (1995), this communication barrier was a main source of resistance. When the company decided to introduce SAP, it did not consult the Project Managers for their opinions and suggestions. So the change was top-down with planned approach (Burnes, 2004a). As mentioned by Kanter et. al (1992), the employees of HCC saw this change as something done by higher management of Head Office. According to Bamford and Forrester (2003), this planned approach failed as it was top-down flow of changes beginning with the plans laid out by senior management. Lengel and Daft (1988) describe the need of rich communication for the complex change. Balogun and Hope Haily (2004) also support it