One of the most well- documented findings from studies of individual and organizational behavior is that organizations and their members resist changing. Sources of the Resistance to change are divided into two types. These are-
1. Individual sources
2. Organizational sources.
1. Individual sources: There are some individual sources of resistance to change. These are discussed below-
i) Habit: To reduce our life’s complexities, we rely on habits or programmed response. But when confronted with change, this tendency to respond our – accustomed ways becomes a sources of resistance.
ii) Security: People with a high need for security are likely to resist change because it theaters their feelings of safety.
iii) Economics factors: Change in job task or established work routines can arouse economics fears if people are concerned that they want to be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity.
iv) Fear of the unknown: Change substitutes ambiguity and uncertainly for the unknown. Uncertainty of the job of employees causes resistance to change.
v) Selective information processing: Individuals are guilt of selectively processing information in order to keep their perceptions. They hear what they want to hear and they ignore, information that challenges the world they have created.
2. Organizational sources: There are some organizational sources which are discussed bellow:
i) Structural inertia: Organizations have built in mechanisms- Like their selection processes and formalized regulation to produce stability. When an organization is confronted with change, this structural inertia act as a counterbalance to sustain stability.
ii) Group inertia: Even if intervals want to change their behavior, group norms may act as constraint.
iii) Threat to expertise: Changes in organizational patterns may threaten the expertise of specialized groups.
iv) Threat to established power relationship: Any redistribution of decision making authority can threaten long established power relationship within the organization.
v) Limited focus of change: Organizations are made up of a number of interdependent subsystems. One cannot be changed without affecting the others. So limited changes in subsystems tend to be mollified by the larger system.
Finally we can say that above stated individual and organization sources can be resistance to change.
