According to Daniel   Kantz and Robert L Khan, organizational sources of resistance can be divided into following six general groups.

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  • Over determination or structural inertia refers to the tendency of an organization’s rules, policies and structure to maintain the existing conditions and therefore resist change even when change would benefit the organization more than stability.
  • When an organization tries to change one of its division or part of the division without recognizing the interdependence of the division with other divisions of the organization, then it is said to have a narrow focus of change. Often a part of division cannot be changed without changing the whole division.
  • Group inertia may weaken an individual’s attempt to bring about change.
  • Resistance may also take the form of threatened expertise if the change lends to weaken special expertise built after years of experience. Organizational restructuring that involves reducing the number of job categories often meets this kind of resistance.
  • Any change that may alter the power relationships within an organization may meet the form of resistance known as ‘threatened power’.
  • Resistance may occur when a change threatens quantum of resource allocation from one part of the organization to another.
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