2 general categories of resistance to organizational change

Resistance to change stems from a variety of sources, but can generally be traced to individuals or to the nature and structure of organizations. 
Individual resistance to change may be manifest through six important sources: perceptions, personality, habit, threats to power and influence, fear of the unknown, and economic reasons. 
Organizational resistance includes at least the following four factors: organization design, organizational culture, resource limitations, and inter-organizational agreements. 
Force field analysis suggests that any situation can be considered to represent an equilibrium state resulting from a balance of driving forces and resisting forces pushing against each other. The resisting forces, which represent various types of resistance to change, are the forces that act to maintain the status quo. 
Force field analysis can help managers to overcome resistance to change by requiring them to do a systematic analysis of the current situation, and thereby highlight those factors that can or cannot be changed. 
By identifying the forces over which they have some control, managers will increase the probability of developing an effective change plan. They can implement the advice of force field analysis by reducing the strength of the resisting forces, removing them completely from the situation, or changing a resistance into a pressure for change. In this way, they can overcome the problems posed by resistance to change.

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