Change Implementation Techniques for Laying a Foundation for New Ways

Technique 1.66 Causes of Resistance

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Identify the sources of the resistance by answering "yes" or "no" to the following statements. Once these sources have been identified, strategies can be developed to handle them appropriately.

. Once the causes are identified, there is a need to prioritise them in terms of their significance for, or impact on, the change program and develop ways to handle them.

. (Lynn Fossum, 1989)




1. The proposed changes appear to violate organisational/personal values/ethics

2. Inertia already exists in the system/organisation

3. The proposed changes represent too much uncertainty and unknown

4. The proposed change is misunderstood

5. Staff feel the loss of status and/or reputation, etc

6. Personal antagonism exists amongst staff

7. There is a lack of confidence in the change agents

8. There is a lack of confidence in the organisational leadership

9. There is a lack of management and/or staff participation/accountability/responsibility, etc

10. There is failure to see the need for change

11. The timing of the change is inappropriate

12. There are dysfunctional social relationships in the organisation

13. The proposed changes could upset the power balances and status quo in the organisation

14. The informal organisational pressure against change is strong

15. There is the belief that change is a form of criticism about the way things have been done

16. There is a belief that resistance will result in better benefits from the change

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