ABSTRACT:- In the event of poor communication to effectively explain the nature of change as well as the expected difficulties and opportunities that will come with change implementation, resistance to change was found in this study to emerge as one of the critical inhibitors to change aimed at bolstering a bank’s capabilities to respond to the unfolding disruptive situations. During the initial stages of the introduction of new changes, the bank may be required to introduce new structures, policies, leadership, technologies and processes that change the nature of work. As it introduces new employees, findings imply it can also cause the retrenchment of some of the employees as well as the disbanding of different work teams. Coupled with loss of the sense of direction, these situations induce emotional and psychological problems like anxiety, stress, depression, sadness, fear of the unknown and angriness that can cause sabotage and frustrations to affect the successful implementation of the required organisational change and transformation initiatives. Though in the later stages of change implementation, employees recognising that there is nothing much that they can do to stop change, may surrender and embrace change, the overall insights imply it is during the beginning stages that efforts must be put in place to diffuse and mitigate potential risks of resistance to change. During the initial stages of implementing change for aiding a bank’s effective response to the unfolding disruptive situations, effective communication as accompanied with negotiation, bargaining, counselling and trade-offs must be used by the managers. These can enable managers to consult, engage and involve employees in the design and implementation of change in the way that responds to the dichotomous needs and preferences of the employees. Instead of alienating the employees, bank managers must seek to interact and bring ordinary employees closer so as to understand and respond to their needs. In that process, bank managers will need to realise that engagement with the ordinary employees is part of the critical strategies for bolstering a bank’s capabilities to implement the required changes and come out of the unfolding disruptive business situation.

Keywords: Disruptive Situation; Bank Performance; Employee Resistance; Change Implementation; Managing Employee Resistance; Bank’s Crisis Situation; Crisis Management