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organizational theory

28 Important and Dangerous Causes of Resistance to Change

28 Causes of Resistance to Change

Managing resistance to change is essential to the success of all change efforts in each company. Dealing with resistance largely depends on your ability to recognize the real sources or causes of resistance to change.

Organizational change is an activity of transformation or modification of something in your organizational system. This activity’s primary purpose is to improve your business performance. You can’t find a person who would like to implement change if that change process brings results with which the organization will become worse or there will not be any improvements.

causes of resistance to change

28 Factors That Causes Resistance to Change: Reference List

In 2005 and 2006 I’ve made research of factors or sources that causes resistance to change. The research was made first theoretically studying of different literature sources, and then practically interviewing 80 managers on all managerial levels.

The results of the research was 28 different factors that cause resistance to change identified. That factors you can find in the post titled as Resistance to Organizational Change.

Because too many readers ask from me to give them a list of the literature resources that I’ve used as a basis to find that factors I want to share them here.

optimal level of resistance to change

Optimal Level of Resistance to Change

When it comes to organizational change and implementation of the organizational change process, we can’t talk without resistance to change.

In my research, I was found that there are 28 different factors that cause resistance to change. We need to escape or solve some of them before starting with the process. However, there are some of the factors that we need because, with them, we can improve our process.

My Best Advice About Organizational Changes

Organizational changes as something continuous and important part of entrepreneurial life was my subject of interest since 2000.

I’ve conducted several pieces of research in companies from different industries that covered more than a hundred managers from all organizational levels. It’s amazing how changes cause uncertainty and fear between them. On the other hand, there is always resistance to change that makes the whole process more difficult to implement. It is not everything as it was planned.

I want to cover several advices about organizational changes:

best employees

How You Can Keep the Best Employees Without Promoting Them Into Managers

One significant problem that can have each entrepreneur, especially entrepreneurs of fast-growing businesses is to keep the best employees without giving them managerial positions.

In the previous post, I talk about what an individual must practice when he/she become a manager. However, there I don’t cover something about people who don’t want to become managers or people who simply can’t become managers. Managers need to implement different managerial tasks.

Sometimes we must be aware that some employees are more valuable in the current position with their excellent technical skills. Technical skills in those employees produce direct business results for your company. More about managerial skills you can read in the Three Types of Managerial Skills.

For example, a programmer in many situations wouldn’t like a managerial job, because he/she wants to stay late on the night in the front of their computers to write code that will be valuable for the business. If you promote them to managers as a part of your business reward system, you will destroy creativity and the life of those persons.


Change Reality: How Resistance Impact On Implementation?

Nearly a month I am engaged as a consultant for the implementation of software (technology change) in a very bureaucratic organizational system. The software is something that is a huge step forward for that organization. This means a significant improvement of productivity and efficiency in the work. But, as always when it comes to implementing something new there is always resistance to that new.

It is clear to everyone that technology changes cause other organizational changes too, and this is proven by Joan Woodward’s analysis that presents the close connection of technology with the structure and people. This means that with the application of the new software that is technology change, there will be a need for changes in the structure and also in the people – the employees.