Reasons For Resistance To Change

Some Reasons for Resistance to Change

. The purpose is not made clear

. The implementers are not involved in the planning

. An appeal is based on personal reasons

. Habit patterns of the work group are ignored

. There is poor communication regarding a change

. There is fear of failure

. Excessive work pressure is involved

. The "cost" is too high, or the reward for making the change is seen as inadequate

. The present situation seems satisfactory

. There is a lack of respect and trust in the change initiator

. There is a lack of understanding as to the intended result of a change

. There is a perceived threat (physical, emotional and psychological)

. Fear of the unknown

. Middle management are the greatest resisters of change, as they perceive that they have the most to lose from change

. Lack of understanding/uncertainty about the change proposed ie poor communication of the rationale for the change and the desired output of the change

. Self-interest/loss of power/loss of face, ie during a change process, parts of the organisation may be negatively affected, and as a result, have strong reservations about the change

. Existing skills made less relevant/obsolete, ie changing technology can make existing skills no longer applicable, eg printers in newspapers

. Different perceptions/frame of reference/change is against the existing culture, eg public organisations being privatised or commercialised

. Change is perceived as meaning extra work, but if people have ownership and the rewards are obvious, the extra work is less of a problem

. Value of, and attitude to, work and the organisation that employs them varies among individuals, ie attitude to leisure and individualism and work as a necessary evil ‐ need to work out appropriate incentives for individuals and groups

. Change is a surprise-like acquisition: the intention is clear, the consequences are not, and people negatively affected may resist it

. Lack of trust in management, eg low credibility based on past performance and strong unionism can be linked to lack of trust in management

NB
"...when employees have a positive relationship with their manager, they might be less likely to resist changes..."
Rebecca Newton, 2019

 

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