Sources of resistance to change pdf

The individuals might have to drive a longer way for reaching their office, or start early from home for reaching their office in time, etc. Lack of Acceptability or Tolerance for the Change: Some individuals endorse change and welcome a change initiative happily while few individuals fear the impact of change.

Over a period of time change fatigue also builds up. Fear of a Negative Impact Economically or on the Income: During the process of organizational restructuring or introduction of organization-wide change as a strategic move on the part of the management, several inhibitions, and fear rule the thought process of the individuals. Fear of possible loss of a job as a result of change or a change in their income structure or may be a change in their work hours could be one amongst the possible reasons.

Fear of the Unseen and Unknown Future: Individuals develop inertia towards the change due to the fear of unknown or uncertainties in the future. This can be tackled through effective communication with the participants of change and making people aware of the positives of change and the course of action which individuals are expected to follow to cope with the changing requirements successfully.

Fear of Losing Something Really Valuable: Any form of threat to personal security or financial security or threat to the health of the individuals may lead to fear of losing something precious as a result of the implementation of change.

Selective Processing of Information: It can be considered as a filtering process in which the individuals perceive or make judgments by gathering selective information which is greatly influenced by their personal background, attitude, personal biases or prejudices, etc.

If an individual maintains a negative attitude towards any kind of change, then they are having a usual tendency of looking at the negativities associated with the change and involve all the positive aspects of it.

A Rigid Belief that change cannot bring about any facilitating change in the organization and it only involves the pain and threats to the individuals. Resistance Due to the Structural Rigidities or Limitations: Structural resistance is a characteristic feature of bureaucracies, which focus more on stability, control, set methodologies or routine.

Ignoring all the interconnected factors which require change or lack of clarity in understanding the ground realities. Inertia from the Groups: Groups may resist change because just like individuals, groups equally follow set behavioural patterns, norms or culture and as a result of change the groups might have to change their existing ways of conduct or behaviour.

Possible threats to Power, Resources or Expertise can also result in resistance towards an organization level change. Any kind of devolution of power or transfer of resources from some agency or group to some other agency or a group will definitely lead to a feeling of fear or inertia towards a change initiative.

In the end, it can be concluded that any kind of change will surely involve heavy resistance at the individual as well as organizational level. From the above chart, it is obvious that how people feel about change ultimately determines the response to change. People as individuals interpret change with attitudes in the back ground.

The response is expressed through the group behavior. All changes have some costs, economic, psychological and social costs. Because of these costs associated with change, initiatives for change require analysis to determine their usefulness.

Hence, cost benefit analysis of change is required. The goal of any organization is to maximize the benefits. Organizational members are affected in different ways by a change. Some may benefit while others suffer losses. This is the reason why employees tend to resist work change because of the associated costs. The following are reasons for, and consequences of, resistance to change.

Three Types of Resistance to Change. They are Logical, psychological and sociological. Logical : arises from the time and effort needed to adjust to change. It is also due to new job duties to be learnt. These are short run costs to be paid by employee, though in the long term they are benefited by change.

Psychological: may arise due to attitudes and feelings of individuals about change. They fear the uncertainty, mistrust the management and feel insecurity.