The Root Cause of Organizational Change Resistance

Abstract?

The problem of change acceptance or resistance is a common concern in the field of organizational change. This research paper aims to investigate whether resistance to change within organizations represents an inherent problem or functions as a symptomatic expression of underlying organizational issues. A thorough meta-analysis of the existing literature published between 1990 and 2023 was carried out. The results showed that widespread employee resistance to change is a common consequence, which is primarily related to issues resulting from poor leadership. The research's implications offer practical advice to companies looking to improve their change management procedures. By addressing issues with leadership, enhancing communication, harmonizing with organizational culture, involving employees, and emphasizing the individual level of change, companies can better position themselves to manage change and reduce resistance.

1. Introduction?

Organizational change is not a single occurrence, but a multifaceted journey comprising a series of diverse events geared towards the transformation of both the organization and its stakeholders from their current situation to a desired future state (Association of Change Management Professionals, 2019). According to Hubbart (2023), organizational change is described as a series of modifications within an organization, ranging from minor to major adjustments in its structural components. These changes are undertaken to address issues related to operational costs, productivity, and service quality deficiencies. Additionally, the goal of organizational change may involve the identification of new growth opportunities or the achievement of various organizational objectives. Many organizations often initiate efforts for organizational change to update significant aspects or procedures within their business. The need for modernization arises to ensure alignment and modernity with the changing demands of a dynamic industry (Hubbart, 2023). In the age of technological advancement, the pace of processes is rapidly increasing. The dynamics of the business environment are in constant flux, with the rules of the game evolving continuously. Innovations are being introduced, intensifying the competition among companies. This underscores the imperative for businesses to undertake timely organizational changes, necessitating careful planning and effective management (Kharkheli & Gavardashvili, 2022). To stay competitive, every company must adopt organizational change. When executed effectively, such changes can transform a company into a more competitive and efficient business, fostering a better work environment (Wiatr, 2022).??

Despite the growing acknowledgment that continual change is a prevailing factor in modern organizational settings, numerous research studies focusing on organizational change underscore the limited success rates associated with the execution of planned change initiatives (Kotter 2007; Meaney and Pung 2008 as cited in Mladenova, 2022). Research suggests that change initiatives face a failure rate ranging from 30 to 70% (Stouten et al., 2018; Schwarz et al., 2021; Hughes, 2022 as cited in Albrecht et al., 2023).??

In the realm of organizational change, a pervasive concern centers around the challenge of acceptance or resistance to change. While existing research explores this phenomenon, there is a notable gap in emphasizing whether this resistance is a fundamental problem or a symptom of more profound organizational issues. This research seeks to delve into this gap, aiming to discern whether the difficulties in accepting change are indeed the core problem or a manifestation of deeper organizational challenges, thereby contributing to a more comprehensive understanding of the dynamics surrounding organizational change.?

2. Method?

A comprehensive literature review was undertaken to investigate the landscape of organizational change problems. Leveraging the ResearchGate database, a targeted search was conducted using the key term "organizational change problem" within the parameters of the Journal document type, empirical study and publication dates spanning from 1990 to 2023. The initial search yielded a substantial corpus of 24,000 articles, which was subsequently refined by filtering for articles with at least one citation. This process yielded a focused collection of 77 articles. Rigorous scrutiny of the abstracts was then undertaken to ensure alignment with the research theme. Ultimately, 29 articles were identified as specifically discussing organizational change obstacles and were included in the review. This meticulous approach to article selection ensures that the ensuing analysis is grounded in a well-curated and relevant body of scholarly work on the challenges inherent in organizational change.?

3. Result?

In our comprehensive meta-analysis of existing research on change management issues within organizations, we have successfully identified an interrelated 15 key problems associated with the implementation of change:?

1. Negative employee attitudes and behaviors towards change?
2. Lack of leadership support?
3. Leaders fail to establish sufficient readiness to change?
4. Lack of employee engagement to change?
5. Lack of appropriateness and meaningfulness of the change?
6. Lack of teamwork culture?
7. Lack of change management communication?
8. Employee do not feel informed?
9. Resistance to change?
10. Change challenges the comfort zone of employees?
11. Lack of organizational commitment?
12. Lack of perceived organizational support?
13. Lack of truth and buy-in?
14. Complexity and ambiguity of change?
15. Lack of employees trust about the change?

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Our investigation has revealed a notable pattern, indicating that these challenges are intricately linked and may stem from an overarching issue. To gain a deeper understanding of these interconnections, we constructed an interrelationship diagram, which illuminates the complex relationships among the identified problems. An interrelationship diagram is a recently introduced planning tool in management that illustrates the connections between numerous factors within a complex situation. This diagram highlights cause-and-effect relationships, aiming to uncover connections that may not be immediately apparent (see Figure 1). Its primary goal is to facilitate the identification of relationships that might be challenging to discern at first glance (What Is an Interrelationship Diagram, n.d.).

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Figure 1?

Interrelationship Diagram of the identified Organizational Change Problems?

Note. Arrows point to the cause of the problem.

3.1. Lack of leadership?

Our analysis reveals a consistent trend pointing towards leadership as a primary source of challenges (see Table 1).?

Table 1?

Prevailing Cause of Several Organizational Change Problems?

Note. Arrows In indicates the number of effects pointing to a problem cause.??

This finding aligns with the recent study by Hubbart (2023), which underscores the crucial role of a strong and unified leadership team in successful change initiatives. The leadership team, which can consist of managers and leaders, must fully support the change initiative to communicate the necessity of the change and its urgency. If there is no complete buy-in from employees, the change leadership team may not be able to successfully execute the initiative due to a lack of unity and momentum (Hubbart, 2023).?

3.2 Lack of change management communication?

While communication also surfaces as another main catalyst for organizational change problems, it stems from an underlying issue, notably the absence of effective leadership. Leadership is portrayed as the driving force behind envisioning the organization's future and consistently communicating this vision to employees (Hubbart, 2023). Ellis et al. (2023) reveals the positive and significant relationships between teamwork culture and various variables related to change management communication. These variables include feeling informed, perceiving change appropriateness, and having confidence in change efficacy. The implication here is that a positive teamwork culture plays a crucial role in enhancing change communication. However, the success of fostering such a positive culture depends on effective leadership (Ellis et al., 2023).?

3.3. Resistance to change?

Table 2 highlights the employee resistance to change as a prevailing outcome associated with other organizational change problems. The result has been revealed after we reverse the Lense of our investigation.?

Hubbart (2023) said that change resistance is a common occurrence, and if not addressed, it can diminish the success of organizational change initiatives. Resistance or aversion to change can stem from numerous factors, such as the fear of uncertainties, unease about potential loss of control, and a natural inclination to favor the familiar over the unfamiliar. Despite progress in handling unavoidable organizational changes, obstacles related to resistance can persist, especially in the absence of effective leadership in driving change (Hubbart, 2023).?

Table 2?

Prevailing Effect of Various Organizational Change Problems

Note. Arrows Out indicates the number of other factors causing the problem (effect).?

4. Discussion?

4.1. Change at the individual level?

When it comes to the unsuccessful execution of a proposed change, various factors can be identified as contributing to the failure. However, one of the most crucial aspects is the attitudes of employees towards change (Choi, 2011; Eby et al., 2000; Miller, Johnson, and Grau, 1994; Rafferty, Jimmieson, and Armenakis, 2013 as cited in Wiatr, 2022). Encountering resistance to change at the individual level can pose challenges in attaining desired objectives (Abdel and Mohamed 2014 as cited in Rismansyah et al., 2022). In the absence of adequate preparation to confront change, individuals may struggle to adapt to the prevailing pace, making the achievement of goals a formidable task. The key factor influencing the success of any change lies in the way individuals within the organization respond to the change (Oreg, Vakola, and Armenakis, 2011 as cited in Wiatr, 2022).?

People's responses to a change event can range from positive and supportive to negative and resistant. This is influenced by how organizational members assess the potential benefits and feasibility of the change. Readiness for change is not a one-size-fits-all concept; it is specific to each change's scope and objectives. Individuals may be willing to embrace certain changes or align with goals while expressing disapproval or doubt about others (Mladenova, 2022). Hiat (2006) observed that the key to successful change goes beyond communication, training, project management, and solutions; it fundamentally hinges on the ability to effectively facilitate change on an individual level.?

4.2. Role of leadership?

Leadership holds a pivotal role in an ever-evolving world, emerging as a crucial element for effecting successful change within any organization (Wiatr, 2022). Leaders should not only guide their teams through change but also eliminate barriers and furnish essential resources and assistance to facilitate employees' adaptation to change. These resources may encompass training initiatives, mentoring, coaching, and other forms of support aimed at empowering employees to acquire the skills and knowledge necessary for success in the evolving work environment (Hubbart, 2023). Leaders should demonstrate empathy when implementing changes to minimize aversion and resistance. It is essential for them to cultivate an environment of transparency, urging employees to express their thoughts and suggestions freely. Establishing a secure space where staff can voice concerns and offer feedback is crucial. Leaders must be receptive to these inputs, demonstrating a willingness to listen and adjust accordingly (Hubbart 2023).?

Leaders spearheading organizational change must possess a comprehensive understanding of change management principles. By familiarizing themselves with the typical challenges associated with organizational change, leaders can construct a robust change framework. This framework serves as a guiding structure, enhancing the likelihood of a smooth and successful transition for individuals within the organization—from the current state to the envisioned future state. This informed approach significantly contributes to a higher success rate in navigating the complexities of change.?

5. Conclusion?

The research aimed to investigate whether difficulties in accepting change are the fundamental issue or a result of deeper organizational challenges. The findings indicate that employee resistance to change is a prevalent outcome linked to broader organizational change problems, with the lack of effective leadership identified as a primary source of challenges. This finding aligns with Hubbart (2023)'s recent study, emphasizing the crucial role of a strong and unified leadership team in successful change initiatives. The leadership team, comprising managers and leaders, must fully endorse and communicate the necessity and urgency of the change for successful execution.?

Communication also emerges as another key catalyst for organizational change problems, but it is viewed as a symptom of the underlying issue – the absence of effective leadership. Leadership is depicted as the driving force behind envisioning the organization's future and consistently communicating this vision to employees. Another study by Ellis et al. underscores the positive relationship between teamwork culture and various change management communication variables. A positive teamwork culture enhances communication, but the success of fostering such a culture is dependent on effective leadership.?

The research acknowledges a limitation, as the findings may not be universally applicable to all organizations, given the exclusion of research on the type of organizational change and its potential impact on change management styles. As a recommendation for future research, the study suggests that practitioners explore different types of organizational change and their potential influence on the approach leaders should take in managing change.?

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References?

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