People The human resource part of organizational change deals with people and how to get them to be ready for the changes that will be taking place in the organization. For many people change is uncomfortable, unpredictable, seems unsafe and it means moving out of your comfort zone, people resist doing that. Just as physics has taught us a body at rest wants to remain at rest. Erika Andersen, the head of Proteus International, an organizational development firm says that the ability and willingness of individual employees to change is the key factor limiting an organization's ability to reinvent itself. To deal with this resistance to change you have to look at and understand individualized reasons for opposing change, such as the fear of not being able to succeed under new circumstances.
Different people resist change for different reasons.
There are some different types of resistors that you will find in a changing organization. The first are called heel draggers. They oppose change quietly through noncooperation. Another type of silent resistor is the saboteur. Not only do they drag their heels but they also create obstacles to the plans by holding back info, planting bugs in new software, or conveniently losing important data.