Reference no: EM132339549
According to Palmer, Dunford and Buchanan (2016) there can be multiple causes to resist change. These are mentioned below:
• Innate dislike of change
• Low tolerance of uncertainty
• Perceived negative effects on interests
• Attachment to the organizational culture/identity
• Perceived breach of psychological contract
• Lack of conviction that change is needed
• Lack of clarity as to what is expected
• Belief that the proposed changes are inappropriate
• Perception that the timing is wrong
• Too much change
• Cumulative effect of other life changes
• Perceived ethical conflict
• Legacy of past changes
• Disagreement with how the change is managed
Resistance to change is normally seen as a barrier that needs to be overcome, as is seen by Palmer, Dunford and Buchanan (2016) in the above causes which resist change. However, Perren (1996) argues that the prevailing view of resistance to change might be wrong and that far from being a hindrance it could actually be a benefit to an organization. Resistance to change could be a natural survival mechanism with in organizations that test, adapts and sometimes even stops a wrong change from happening. So causes of change of resistance should be seen as a filter to make sure that the change process is scrutinized and best decision for the organization happens.
References
Palmer, I., Dunford, R., & Buchanan, D. (2016). Managing organizational change: A multiple perspective approach (3rd ed.). New York, NY: McGraw-Hill Education
Perren, L. (1996). Resistance to change as a positive force: Its dynamics and issues for management development. Career Development International, 1(4), 24-28. Retrieved from https://search.proquest.com/docview/219346257?accountid=158986.
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