People resist change than runs counter to the rewards and punishments inside the organization. If what is rewarded gets done, it's also true that what is punished is avoided,'' he writes. People are afraid they'll lose respect, status, power, or control. Individuals fear they will no longer be included. When they believe that they will be cast out as a result of a change, they resist it,'' he writes.
People are afraid that a change is really the start of something bigger and deeper.
Individuals may not necessarily be resisting a particular change. Instead, they are worn out by taking on so many changes so rapidly. Level Three is the most deeply embedded resistance and may seem the most overwhelming. There is a conflict between values and visions. What management wants and what the people who have to live with the change want may be far apart,'' he writes.