Resistance due to the summation of perceived personal loss and gains from the change . A common phenomenon in Unions also, sometimes employees or managers are informally punished or sanctioned by their peers for going along with a change that the others are not in favor of. When one is active in the process of change, their sense of loss of control is minimized and they can credit themselves positively for helping create the change, and be invested in the success of the change. When the purpose of the change is not made clear, resistance due to poor communication may develop . Those affected by change must know why a change is being made and how they will be affected.
Rumors develop around inadequately explained changes.
It is also easier for those already resisting the change to concoct or spread disinformation, especially when there are no concrete facts circulated to counter rumors and disinformation. Resistance due to limited resources - When resources are limited and organizational members fear that their resources are threatened and will become more limited, resistance to change is likely. Following this, unproductive rivalry and dysfunctional politics can develop between divisions, departments or work groups that have a new set of unequal resources. Resistance due to implied fault - Rather than face the implication of being at fault for present organizational difficulties, those in charge may deny the need for change rather than be held accountable for its need. Briefly, other noted causes of resistance to change are - loss of rewards and privileges, change which occurs too rapidly for the organization to adapt, prejudice towards the change agent, lack of skills required to change, and when employees are pleased with the way things are and there is an honest difference in opinion with the change agent or source wanting to impose the change.