(Managing Resistance To Change Cont. 2)

Anticipating change from 3 perspectives:

1. Impacted group (need to conduct a group impact assessment which will vary, depending on the nature of the change degree of impact; it will identify barrier points, which will be different and unique for each group, eg
"...Will the finance team lose a favourite functionality when the new and improved accounting system goes live? The outcome informs of what tactics you will use to prevent avoidable resistance and manage resistance in each group..."
Prosci, 2023p)

2. Organisational level (individuals will vary in their reaction to change depending on where they are in the organisation:
"...executives tend to resist change due to a disconnect with their strategy, financial objectives, or compensation. People managers typically resist change due to lack of awareness, loss of power or control, and overload of current responsibilities. Employees resist change due to a lack of awareness of why the change is happening, not understanding WIIFM (What is in it for me?), comfort with the status quo, fear of the unknown..."
Prosci, 2023p)

3. Organisational attributes (these include change capacity, history with past changes, organisational reinforcement, change management competencies, etc)