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)
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No |
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1. The proposed changes appear to violate organisational/personal values/ethics |
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2. Inertia already exists in the system/organisation |
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3. The proposed changes represent too much uncertainty and unknown |
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4. The proposed change is misunderstood |
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5. Staff feel the loss of status and/or reputation, etc |
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6. Personal antagonism exists amongst staff |
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7. There is a lack of confidence in the change agents |
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8. There is a lack of confidence in the organisational leadership |
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9. There is a lack of management and/or staff participation/accountability/responsibility, etc |
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10. There is failure to see the need for change |
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11. The timing of the change is inappropriate |
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12. There are dysfunctional social relationships in the organisation |
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13. The proposed changes could upset the power balances and status quo in the organisation |
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14. The informal organisational pressure against change is strong |
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15. There is the belief that change is a form of criticism about the way things have been done |
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16. There is a belief that resistance will result in better benefits from the change |
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