IEMS Journal of Management Research

Volume: 12 Issue: 1

  • Open Access
  • Review Article

THE MAIN SOURCES OF RESISTANCE TO ORGANISATIONAL CHANGE AND HOW SHOULD SUCH RESISTANCE BE MANAGED?

Dr. Manjunath Balehosur 1, Dr. Tomasz Kutrowski 2

1 Assistant Professor, Institute of Excellence in Management Science, Hubballi, India

2 Field Service Engineer, Roche Diagnostics Polska, Domaniewska 28, 02-672, Warsaw, Poland

Year: 2024, Page: 140-148,

Received: April 30, 2024 Accepted: June 1, 2024 Published: June 5, 2024

Abstract

Resistance to organizational change is a common challenge that can significantly hinder progress and development. This review article explores the primary sources of resistance to change, including self-interest, misunderstandings, differing perspectives, and low tolerance for change. It discusses various strategies to manage this resistance, such as education, involvement, support, negotiation, manipulation, and coercion. Each strategy is evaluated for its effectiveness in different scenarios. The article emphasizes that a combination of these strategies, tailored to the specific context and challenges, can effectively mitigate resistance. By understanding and addressing the root causes of resistance, organizations can facilitate smoother transitions and achieve successful change.

Keywords: Organizational Change, Resistance Management, Diversity and Inclusion, Remote Work, Sustainability.

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Cite this article

BALEHOSUR M, KUTROWSKI T. THE MAIN SOURCES OF RESISTANCE TO ORGANISATIONAL CHANGE AND HOW SHOULD SUCH RESISTANCE BE MANAGED? IEMSJMR.2024;12(1):140-148

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