Abstract
This paper handles the concepts that force for organizational change, resistance to change, and suitable model that can be used to overcome resistance by individuals and organizations. Continuous developments, internal, and external stimuli trigger change initiatives. Even though, change is initiated for positive reasons for remaining competitive, members and stakeholders often react to change negatively by resisting it. Reasons for individual change resistance are needed for job security, fear of loss of income, power, and skills obsolescence. Organizational resistance to change occurs due to structural inertia, threat to resource allocations, group inertia, and limited focus of change. The Lewin’ Continue reading...