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Sources of Strategic Change Resistance

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1. Structural inertia – the structure of the organization produces resistance to change
because it is originally designed to maintain stability. The job descriptions, work rules,
procedures, policies etc, offer resistance to change as these are the techniques to control
organizational and individual performance.
2. Work group inertia – inertia to continue performing jobs in a specified way comes not
only from the jobs themselves but also from the social groups within which people work.
3. Threats to existing power balance – if changes are made with respect to who’s in charge,
a shift in the balance of power between individuals and organizational subunits is likely
to occur. A redistribution of decision-making authority or control of resources is likely to
be resisted.
4. Narrow focus of change – the focus of change may be limited to only one section or
department but it should be throughout the organization where the effect of change is felt.
5. Resource allocation – change calls for additional resources, in the absence of provision of
additional resources, a change is likely to be resisted.
6. Habit – jobs that are well learned and that become habitual are easy to perform. Habits
are hand to break and hence can become serious constraints.
7. Security – people enjoy the comfort zone of familiarity and repetition. Thus, a change
brings in a sense of insecurity while creating uncertainty and fear.
8. Economic factors – pay or economic gain of an employee is related to the job. The
changing job pattern, changing skills to do the job may be perceived by employees as a
threat to their income or pay.
9. Fear of the unknown – change presents uncertainty and people are not sure about things.
This creates fear.
10. Lack of awareness i.e. failure to recognize the need for change – unless employees
recognize and fully appreciate the need for change they may resist any change attempt.
11. Social factors – many organizational changes threaten the strong bonds employees form
with their co-workers and the integrity of work groups that provide valuable social
rewards.
12. Parochial self interest - Thought of loss of something of value as a result of political
camps in organizations fighting each other (power struggle)
13. Misunderstanding and lack of trust – occurs when implications of change are not
understood or there is lack of trust of those in authority or in other departments. People
may resist in order to save face as accepting may mean admitting past mistakes.
14. Different assessments – where there are differing views from various managers. Some
may see more costs than benefits. May be good if based on full information as it may
point to some potential problem.

Titany answered the question on October 19, 2021 at 13:36

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Sources of Strategic Change Resistance

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