Creating the Cognitive Scheme of the Essence of Resistance to Organizational Changes at Enterprise
Authors: Gryn E. L.
Number of views: 296
The article is aimed at detailed analyzing of the content of the concept of «resistance to organizational changes» and building a cognitive scheme of its essence. The importance of research on approaches to determination of resistance to changes, classification of resistance to changes and reasons of occurrence of resistance to changes at enterprise is substantiated for construction of a schematic interpretation structure of this concept. The author defines three basic approaches to the essence of the concept of resistance to organizational changes – psychological, behavioral and managerial, which are substantiated by the morphological analysis. A classification of types of resistance to organizational changes is suggested, the formation of which is based on such criteria as: form of manifestation (open, latent); force of Influence (strong, appreciable, insignificant); level of occurrence (system, group, individual); sphere of occurrence (psychological, logical); duration of existence (situational, long-term). The possible causes of occurrence of resistance to organizational changes, generalized by the following groups of factors: organizational, managerial, resource, socio-psychological, motivational, are analyzed in detail.