Resistance to change

Resistance to change

To be in a position to anticipate change, it is essential to understand the risk factors and in
particular the causes that prevent change. Apart from individual causes, before focusing attention on a case by case
basis, resistance to change is often closely linked to more global, structural, short-term or even group causes.

Individual causes

Change implies a modification to the individual's environment which can cause anxiety due to:

  • Changes in habitual settings (time, space, emotion, behavior, etc.)
  • Questioning of their role in the company, of what will happen to their job, etc...

Group causes

The employees of a company share common values, a business culture and certain rights as employees which may all
be questioned when changes take place in the structure of the business. Change management must take these values into
consideration and put in place a procedure which identifies these collective fears and reassures employees that these current values and
employee rights will not be affected.

Structural and short-term causes

Structural and short-term causes represent the cultural fabric of the company, that is, the work
conditions (hours, routine, etc.) and the operational structure of the company (office organization, hierarchical
organization, etc.).

Ask a question
CCM is a leading international tech website. Our content is written in collaboration with IT experts, under the direction of Jean-François Pillou, founder of CCM reaches more than 50 million unique visitors per month and is available in 11 languages.
This document, titled « Resistance to change », is available under the Creative Commons license. Any copy, reuse, or modification of the content should be sufficiently credited to CCM (