Managing Organizational Behavior 2nd Edition by Timothy Baldwin,Bill Bommer,Robert Rubin

Exercise 12

Dealing with Change Resistors
You are working as assistant manager in a restaurant where a new manager has just been hired away from a very popular and successful competing restaurant chain. The new guy is bright and energetic and eager to bring some of what he learned in his prior job to his new role. More specifically, he wants to overhaul the way your hosts and servers interact with diners. He is particularly interested in a team approach (whoever is available brings ready food to a table regardless of who took the order) and is encouraging more proactive exchanges with diners.
For example, he wants servers to make recommendations and encourage diners to try various specialty items on the menu. The recommended approach is not forceful or aggressive, but is a reasonable way of ensuring that guests are given every opportunity to sample some of the best food and drink and to help create a more memorable dining experience. You really like the new approach and think it can lead to higher store performance and ultimately translate into better bonuses and merit increases for the staff. But you know there will be resistance.
What different forms might the resistance take? What recommendations would you make for how to present the change in a way that might unfreeze that resistance? What common traps should you avoid?