企业变革中的阻力（Resistance in enterprise change）.docVIP

企业变革中的阻力（Resistance in enterprise change） In response to changes in the environment, the current organizational change (or enterprise reform, enterprise change) has been irreversible. However, more than half of the organizational change ended in failure. The primary reason is not the lack of staff capacity or the lack of enterprise resources, but the resistance or resistance to organizational change. In fact, resistance to organizational change is inevitable and, if properly managed, always removes resistance to change and guarantees the success of change. Recognize the reasons for resistance to change The resistance encountered in organizational change can be broadly divided into individual and organizational reasons. From an employees personal perspective, the following factors may lead them to resist organizational change: 1., change leads to feelings of insecurity and fear for the future. Organizational change is the process of changing the status quo of an enterprise in order to achieve the desired future state, which means that organizational change itself is full of uncertainty. Once people are in an uncertain environment, they create insecurity and fear in the future, and then produce feelings and actions that resist change. Before Deng Xiaopings southern tour speech, many private entrepreneurs to accelerate the pace of development. At that time, the policy was uncertain, and the private economy was not yet named. They are afraid of their own investment boondoggle. In Deng Xiaopings cat theory, private entrepreneurs immediately increased the confidence of development. In the enterprise, the employees state of mind is similar. 2., change threatens the interests of the individual. In the process of change, part of the managers, employees will be reduced, income or other personal interests will change. Naturally, some of these employees are more likely to resist change. Similar situations are especially common in corporate mergers. In our consultation case, a d