Despite the potential positive outcomes, change is nearly always resisted. A degree of resistance is normal since change is:
Disruptive, and
Stressful
Management trying to implement change will often come across other people in the business responding with phrases such as:
“My needs are already being met”
“We don’t need to do this”
“This sounds like bad news”
“The risks outweigh the benefits”
“What does this mean for me?”
Of course a degree of scepticism can be healthy especially where there are weaknesses in the proposed changes. However resistance will also impede the achievement of business objectives.
Some common reasons why change is resisted include:
Parochial self interest
Individuals are concerned with the implications for themselves; their view is often biased by their perception of a particular situation
Habit
Habit provides both comfort and security
Habits are often well-established and difficult to change
Misunderstanding
Communications problems
Inadequate information
Low tolerance of change
Sense of insecurity
Different assessment of the situation
Disagreement over the need for change
Disagreement over the advantages and disadvantages
Economic implications
Employees are likely to resist change which is perceived as affecting their pay or other rewards
Established patterns of working and reward create a vested interest in maintaining the status quo
Fear of the unknown
Proposed changes which confront people tend to generate fear and anxiety
Introducing new technology or working practices creates uncertainty
We have touched earlier on personal barriers to change – there are also several organisational barriers to change, including:
Structural inertia
Existing power structures
Resistance from work groups
Failure of previous change initiatives
Change is also resisted because of the poor way in which change is managed! For example, a failure by management responsible for the change to:
Explain the need for change
Provide information
Consult, negotiate and offer support and training
Involve people in the process
Build trust and sense of security
Build employee relations
As a result of change resistance and poorly managed change projects, many of them ultimately fail to achieve their objectives. Amongst the reasons commonly associated with failed change programmes are:
Employees do not understand the purpose or even the need for change
Lack of planning and preparation
Poor communication
Employees lack the necessary skills and/ or there is insufficient training and development offered
