If resistance to change is to be overcome or reduced, managers must be able to identify its causes. There are several. Of the many causes of resistance to change, the most obvious is economic. Employees resist reorganization, downsizing, mergers and acquisitions, new equipment and processes, and automation because they fear they will lose their jobs, be demoted, or have their pay and benefits reduced. Their primary concern is their anxiety about the economic welfare of themselves and their families.
Employees resent the implied criticism that their methods are wrong or inadequate.
Or workers fear that their hard-earned skills will not be used and that boredom, monotony and decreased sense of worth will result. If they didn't initiate the change, it's wrong or worthless. And still others demand total stability and complete certainty in matters relating to their roles and their jobs. Threats to relationships . Anything that has the potential to disrupt existing work and social relationships is typically viewed with alarm.