The first reason stakeholders oppose change
The first reason stakeholders oppose change is their narrow self-interest in defending the current quo and saving face (Buchanan & Badham, 2008). All organization's stakeholders engage in behavior that aims to optimize their personal goals. A suggestion to implement change appears to be an impending threat to their status quo, and if they believe they will lose power, prestige, convenience, and security, they will actively oppose such proposals.
Second reason stakeholders oppose change
Second, stakeholders are concerned that they lack the necessary skills to make the transfer to the new well. Human beings by nature like holding on to what is familiar and implementing change require a new skill set. If individuals feel that they can’t meet the new demands, they will ultimately choose to resist the implementation plan.
Feeling overwhelmed and stressed
Stakeholders may feel that the change implantation is overwhelming and they feel overloaded and stressed. Change plans involve a lot of activities and upheaval, and in the process, people suffer from fatigue. In such a situation, the feeling of being overwhelmed and stress from the many activities may make stakeholders resistant to the change implementation plan. The uncertainty surrounding a change implantation plan is a major driver of resistance (Paton & McCalman, 2008). In these situations, people are not sure of what the future holds, and they need to take a "step of faith" with the hope that things will get better. Not many people are willing to take a path whose future is uncertain and laid down with risks that the outcome will not come into fulfillment. Stakeholders also believe that any change implementation plan is a bad idea and their minds are not convinced that the reasons for the change are significant. Individuals hold reservations about new things, and unless they are convicted that such plans are worth it, they will not fully commit to the cause.
Indicators of resistance to change
The first indicator of resistance to change in an organization is the breakdown of communication (Rosenberg & Mosca, 2011). Such signs include the piling up of emails without any replies made, people ignoring requests and the response rate to information is at an all-time low, and the submission of reports is slow. These are indicators that the members are avoiding the reality of the new situation, and they are not willing to follow procedures. The second indicator of resistance is low motivation and morale among the staff. Individuals are no longer enthusiastic about new tasks or responsibilities. Also, the team spirit is at an all-time low, and the staff seems to be working independently without a common sense of direction or purpose.
Additional indicators of resistance to change
An increase in absenteeism is also a clear indicator of resistance to change. If previously hard workers are now missing work without any reasons, it is a sure sign that they are not comfortable with how things are happening. Other signs include increased number of sick days and a rise in physical illnesses that do not have an explanation. A reduction in productivity is the other sign of resistance to change (Hayes, 2014) where the staff seems to be ever busy but their productivity is low. Such is the evidence of uncertainty in their minds because they are not ready to take on new roles and perform in a new environment.
References
Buchanan, D., & Badham, R. (2008). Power, politics, and organizational change: Winning the turf game. Sage
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan
Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective implementation. Sage
Rosenberg, S., & Mosca, J. (2011). Breaking down the barriers to organizational change. International Journal of Management and Information Systems, 15(3), 139
