Why Do People Naturally Resist Change

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People Naturally Resist Change
Change is an inevitable, it is difficult to ensure it occurs without any problems to your organization. It is good to understand that resistance to change is a frequent and natural occurrence. The most common reasons for resisting change are as follows:
Fear of the unknown.
When an organization is being subjected to change and the people have a hard time grasping the details of the change. Rarely do they understand the impact on them directly, good or bad. This unknown factor drives people to be naturally fearful. With this in mind leadership should be prepared in advance for any such change so as to avoid unnecessary surprises (Jones, 2010).Keep in mind, In the event that there is an absence of continuing
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Peer pressure influence.
It is important that we understand are working with all walks of life. The fact remains that we are social creatures. Stakeholders in the organization will resist change to protect the interests of a group (Dent, E.B, & Goldenberg, 1999). Employees can resist change so as to protect their co-workers (Oreg, 2003). I have even see where, Managers will resist change to protect their work group or personal interest of others around them.
Parochial self-interest
Virtually all organizational members can be expected to behave in ways that will maximize those goals that they personally consider most important (Dent, E.B, & Goldenberg, 1999). I feel it is interesting to note proposals for change are interpreted as a threat to a personal status quo. Individuals as well as groups are likely to resist usually believe they stand to lose something of value as a result. In these circumstances the members of your organization will focus on the greater goal only to protect their own self-preservation. More often than not we lose site of the overall good for the organization and lose focus on the overarching goal. Change often tends to make individuals feel threatened. People are engraved to protect any disruption to power, money, prestige, convenience, and security
Climate of mistrust.
Important organizational change cannot take place in a climate of mistrust amongst people in the organization (Jones, 2010). Trust is a two way
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