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Resistance to Change

Resistance to change is the attitude or behaviour that hinders the change process. It can be individual, group, or organizational. Resistance to change can be overt or covert, active or passive.

Individual Resistance to Change:

Individual resistance to change is the attitude or behaviour of an individual when faced with changes in their work environment, that hinders the change process.

It can be caused by a variety of factors, including:

Individual Resistance to Change

Economic insecurity:

People may resist change if they believe that the change will harm their economic well-being. For example, employees may resist a change that would lead to job losses, or they may resist a change that would reduce their salary or benefits.

Fear of the unknown:

People often resist change because they are afraid of what it might bring. They may be worried about losing their jobs, losing their status, or losing their sense of control. They have some sort of fear of not being able to work in changing circumstances.

• Threats to power and influence:

People may resist change if they believe that the change will reduce their power or influence. For example, managers may resist a change that would decentralize decision-making or that would give more power to their employees.

Habit:

A habit is a routine or behavior that is performed regularly and typically without conscious thought. People are creatures of habit. They get used to doing things in a certain way, and they may resist changing their habits, even if the change would be beneficial.

Personality:

Personality is the way a person thinks, feels, and behaves. It is a combination of inherited and learned traits. Certain personality traits, such as neuroticism and introversion, may be associated with greater resistance to change.

Perception:

People’s perception of the change can also influence their resistance. For example, if people believe that the change is unfair or that it will not benefit to them, they are more likely to resist it.

Organizational Resistance to Change:

Organizational resistance to change is the reluctance or opposition to change by an organization.

• It can be caused by a variety of factors, including:

Organizational Resistance to Change

Organizational design:

The way an organization is structured can influence its resistance to change. For example, organizations with a centralized decision-making structure may be more resistant to change than organizations with a decentralized decision-making structure.

Organizational culture:

It is the set of shared values, beliefs, and norms that influence the behavior of individuals and groups within an organization. The culture of an organization can also influence its resistance to change. They are difficult to change overnight. Organizations with a strong culture may be more resistant to change than organizations with a weaker culture.

Resources limitations:

Organizations that are limited in terms of resources, such as time, money, and skilled manpower, may be more resistant to change.

Fixed investment:

Organizations that have made large investments in fixed assets, such as buildings and equipment, may be more resistant to change because they do not want to lose their investment.

Inter-organizational agreements:

Organizations that have agreements with other organizations may be more resistant to change because they do not want to risk those agreements.

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