Organizational Change - 8 reasons why people resist change

With the rate of technological growth, our information age, and the global economy, change is now the state of normal commercial activity. Organizational change is not easy, however. Two-thirds of the organizational efforts of the total quality management fail. Sponsor high level of change often blame its failure on the employee and middle manager resistance to change. Sometimes, this is true. More often, however, senior executives and managers over-estimate the amount of change that may force the organization. Some also do not understand how difficult it is to lead and implement change effectively. Leading and implementing change requires people skills!

8 reasons why people resist change

As I coach managers in their efforts for change management, explain the resistance to change is rarely irrational. Their employees and their peers are resisting their efforts to change things in a perspective that makes perfect sense to them. In practice, there are 8 most common reasons why people resist change:

(1) The loss of status or job security in the organization. It is our nature to make changes that we view as harmful to our current situation. In an organizational context, this means employees, colleagues and managers resist technological and administrative changes that determine their role be eliminated or reduced. From their point of view, the change is detrimental to their place in the organization! Force change has its place. However, this approach alone is ineffective. Managers who abuse this will damage their long-term effectiveness. Without a thoughtful strategy for change to address this area, the leaders will trigger a strong resistance and organizational turnover.

(2) Non-reinforcing reward systems. There is a commonplace to say that business managers get what they reward. Organizational stakeholders to resist change when you do not see any reward. When working with managers, I ask them where is the reward for employees to implement change? Without a premium, there is no motivation to support the long-term change. This often means that organizational reward systems must be modified to support the change that management wants to implement. The change must not be always greater than or expensive.

(3) The surprise and fear of the unknown. At least the organization knows the change and its impact on them, the more fearful they become. Leading change requires, in addition, no surprises emerge organization! The organization needs to be prepared for change. In the absence of continuing two-way communication with the leadership voices fill the empty lives and sabotage the change effort.

(4) Peer pressure. Whether we are introverts or extroverts, we are still social creatures. Organizational stakeholders to resist change to protect the interests of a group. This could be used to resist change to protect their employees. Managers resist change to protect their work group.

(5) climate of mistrust. Significant organizational change does not occur in a climate of distrust. Trust involves a belief in the intentions and behavior of others. Mutual mistrust ruin an otherwise well-conceived change initiative to failure.

(6) political organization. Some resist change as a political strategy to "prove" that the decision is wrong. They may also resist to show that the person leading the change is not up to the task. They are committed to seeing the change effort to fail.

(7) The fear of failure. Radical changes in the workplace can cause employees to question their ability to perform their tasks. What is known is comfortable! Employees resist change because they are worried that they can not adapt to new work requirements.

(8) Lack of tact or poor timing. Sometimes it is not what a leader does, but as s / f that creates resistance to change! Undue resistance may occur because the changes are introduced in a callous or at a sensitive time.

For any significant organizational change effort to be effective, the organizational leadership must prepare a comprehensive strategy to address these barriers to change. You are responsible for management of the effort to change and need help in designing your strategy change?

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