Employees
resist change efforts from a perspective that makes perfect sense to them. In
practice, there are common reasons why people resist change in the
workplace:
resist change efforts from a perspective that makes perfect sense to them. In
practice, there are common reasons why people resist change in the
workplace:
1.
Bad Communication Strategy:
This is another crucial reason why employees resist change. The way in which
any change process is communicated to employees within the
organization is a critical factor in determining their reactions.
Bad Communication Strategy:
This is another crucial reason why employees resist change. The way in which
any change process is communicated to employees within the
organization is a critical factor in determining their reactions.
2.
Lack of trust and support:
This is yet another vital reason why employees resist change. Successful
organizational change does not occur in a climate of mistrust. Trust, involves
faith in the intentions and behaviour of others. In organizations where there
is a high degree of trust and each individual employee is treated with
respect and dignity, there is less resistance to change.
Lack of trust and support:
This is yet another vital reason why employees resist change. Successful
organizational change does not occur in a climate of mistrust. Trust, involves
faith in the intentions and behaviour of others. In organizations where there
is a high degree of trust and each individual employee is treated with
respect and dignity, there is less resistance to change.
3.
Office Politics: Every
organisation has its own share of in-house politics. So, some employees resist
change as a political strategy to “show or prove” that the change decision is
wrong. They may also resist showing that the person leading the change is not
up to the task. These employees are committed to seeing the change effort fail.
Office Politics: Every
organisation has its own share of in-house politics. So, some employees resist
change as a political strategy to “show or prove” that the change decision is
wrong. They may also resist showing that the person leading the change is not
up to the task. These employees are committed to seeing the change effort fail.
4.
Loss of Support System: Employees
already in their comfort zones, working with the managers they get along with,
and who are operating within predictable routines know their support system
will back them up during challenging times. Changing the organizational structures
may shake their confidence in their support system. They may worry about
working for a new supervisor, in a new team, or on unfamiliar projects because
they fear that if they try and fail, there will be no one there to support
them.
Loss of Support System: Employees
already in their comfort zones, working with the managers they get along with,
and who are operating within predictable routines know their support system
will back them up during challenging times. Changing the organizational structures
may shake their confidence in their support system. They may worry about
working for a new supervisor, in a new team, or on unfamiliar projects because
they fear that if they try and fail, there will be no one there to support
them.
5.
Former Change Experience:
Our attitudes about change are partly determined by the way we have experienced
change in the past. For instance, if in your organisation, you have handled
change badly in the past, the employees will have good reasons for rebelling.
Former Change Experience:
Our attitudes about change are partly determined by the way we have experienced
change in the past. For instance, if in your organisation, you have handled
change badly in the past, the employees will have good reasons for rebelling.
6.
Empathy and Peer Pressure: Whether
we are introverted or extroverted, we are still social creatures.
Organizational stakeholders will resist change to protect the interests of a
group, team friends, and colleagues.
Empathy and Peer Pressure: Whether
we are introverted or extroverted, we are still social creatures.
Organizational stakeholders will resist change to protect the interests of a
group, team friends, and colleagues.
7.
Loss of Job: This is a major
reason why employees resist change. In an organizational setting, any process,
technological advancement, systems, or product change will include
streamlining, working smarter, cost reduction, efficiency, faster turnaround
times. All these means staff and managers will resist the changes that result
in their roles being eliminated or reduced. The satisfaction that employees
have with their job determines a portion of their reactions during times of
change.
Loss of Job: This is a major
reason why employees resist change. In an organizational setting, any process,
technological advancement, systems, or product change will include
streamlining, working smarter, cost reduction, efficiency, faster turnaround
times. All these means staff and managers will resist the changes that result
in their roles being eliminated or reduced. The satisfaction that employees
have with their job determines a portion of their reactions during times of
change.
8.
Shock and Fear of the Unknown:
This is yet another crucial reason why employees resist change. Employees’
responses to organizational change can range from fear and panic to
enthusiastic support. During periods of change, some employees may feel the
need to cling to the past because it was a more secure, predictable time. If what
they did in the past worked well for them, they may resist changing their
behaviour out of fear that they will not achieve as much in the future. The
less the organization knows about the change and its impact on them, the more
fearful they become.
Shock and Fear of the Unknown:
This is yet another crucial reason why employees resist change. Employees’
responses to organizational change can range from fear and panic to
enthusiastic support. During periods of change, some employees may feel the
need to cling to the past because it was a more secure, predictable time. If what
they did in the past worked well for them, they may resist changing their
behaviour out of fear that they will not achieve as much in the future. The
less the organization knows about the change and its impact on them, the more
fearful they become.
9.
Loss of Control: This
is a key reason why employees resist change. Familiar routines help
employees develop a sense of control over their work environment. Being asked
to change the way they operate may make employees feel powerless and confused.
People are more likely to understand and implement changes when they feel they
have some form of control.
Loss of Control: This
is a key reason why employees resist change. Familiar routines help
employees develop a sense of control over their work environment. Being asked
to change the way they operate may make employees feel powerless and confused.
People are more likely to understand and implement changes when they feel they
have some form of control.
10.
Lack of Competence: This
is a major reason why employees resist change. This is a fear that is difficult
for employees to admit openly. But sometimes, change in organizations
necessitates changes in skills, and some people will feel that they won’t be
able to make the transition well. Therefore, the only way for them to try and
survive is to kick against the change.
Lack of Competence: This
is a major reason why employees resist change. This is a fear that is difficult
for employees to admit openly. But sometimes, change in organizations
necessitates changes in skills, and some people will feel that they won’t be
able to make the transition well. Therefore, the only way for them to try and
survive is to kick against the change.
11.
Poor Timing: This
is another viable reasons why employees resist change at work. Change must
be introduced when there are no other major initiatives going on.
Sometimes it is not what a leader does, but it is how, when and why she or he
does it that creates resistance to change! Undue resistance can occur because
changes are introduced in an insensitive manner or at an awkward time.
Poor Timing: This
is another viable reasons why employees resist change at work. Change must
be introduced when there are no other major initiatives going on.
Sometimes it is not what a leader does, but it is how, when and why she or he
does it that creates resistance to change! Undue resistance can occur because
changes are introduced in an insensitive manner or at an awkward time.
12.
Lack of Reward: There
is a common business saying that managers get what they reward. Organizational
employees will resist change when they do not see anything in it for them in
terms of rewards. Without a reward, there is no motivation to support the
change over the long run. This often means that organizational reward systems
must be altered to support the change that management wants to implement. The
reward does not have to always be major or costly.
Lack of Reward: There
is a common business saying that managers get what they reward. Organizational
employees will resist change when they do not see anything in it for them in
terms of rewards. Without a reward, there is no motivation to support the
change over the long run. This often means that organizational reward systems
must be altered to support the change that management wants to implement. The
reward does not have to always be major or costly.
