"It is easier to change mountains and rivers than to alter one's character"
- Chinese Proverb

In general, change creates uncertainty for people so there is often resistance to change. There are four interrelated reasons for resistance to change in the workplace:

These four main reasons for the resistance to change were identified by Kotter and Schlesinger.

1.  Self-interest

This occurs when employees place their own interests above those of the organization. This reason for the resistance to change occurs from a perceived threat to a person's job security, status/rank, and financial position. It is human nature to pursue self-interest, but it is not always clear why an organization’s goals should sometimes take priority.

Employees are often more interested in and/or worried about the implications of change for themselves, rather than the possible benefits to the organization as a whole. Hence, there is resistance to change as they may feel it is unnecessary and/or requires too much effort on their part. This reason is particularly strong if employees do not feel committed (loyal) to the organization.

2.  Low tolerance

People tend to like stability and normality (or inertia) in their personal and professional lives. Change often entails new policies and procedures or new ways of doing things in the workplace. However, humans need an element of security, predictability, and stability in their lives, including work. Hence, people often have a low tolerance of change or are fearful of it; either way, these people are naturally resistant to change.

Instead of being open-minded and embracing change as an opportunity for professional growth, some people see it as a hindrance. Intolerance of change also occurs because people simply dislike disruptions and uncertainties in their lives. They might also worry that they cannot adapt to change, so again resist it.

3.  Misinformation and misunderstandings

If the reasons for change are not clearly and effectively communicated to the workforce, a lack of understanding arises, which creates misunderstandings and hence resistance to change. Misinformation causes the purpose and potential benefits of change not to be clearly communicated.

Misperceptions may be widespread because of informal communications in the workplace (such as gossip) so workers may believe there are no compelling reasons in favour of change. Hence, workers may feel that change is unnecessary or there are no good reasons for change, especially if the business is not in a crisis or faced with adverse conditions.

4.  Interpretation of circumstances (different assessment of the situation)

Different people can have different interpretations or views of a given situation. Employees and employers may disagree on the rationale for and the benefits of change. Workers may believe that senior managers do not know what they are doing or why they are doing it and they may feel that the business is not acting in their best interest. Indeed, they may feel that they have better solutions and wouuld change things in different ways.

Different assessments or perceptions of change can create conflict and hence cause resistance to change. Again, if the purpose of change are not communicated clearly to the workforce, then misunderstandings can arise, leading to opposition to change.

Note: This reason for the resistance to change is different from "self-interest" because the restraining force in this case is based on competing interpretations or assessments of what is best for the business and its stakeholders.

Watch this short 4-minute revision video that summarises the four causes of resistance to change identified by Professors Kotter and Schlesinger.