ANALYSIS OF THE REASONS FOR RESISTANCE TO INNOVATIVE CHANGES

Abstract

This article explores the causes and reactions of employee resistance to organizational changes, focusing on psychological, organizational, and demographic factors. The study aims to develop a model for eliminating resistance to innovation by analyzing scientific literature and empirical research. Key findings reveal that resistance is driven by factors such as fear of failure, preference for routine, lack of trust in management, and poor communication. Psychological factors like uncertainty and low self-confidence, combined with organizational issues such as inadequate participation and support systems, significantly amplify resistance. Additionally, demographic traits, including age and job tenure, influence resistance, though personal experiences and organizational context play a more critical role. The study proposes a quantitative model that pairs specific causes of resistance with tailored strategies, such as training, networking, incentives, and negotiation. The iterative approach allows organizations to address resistance systematically, ensuring smoother implementation of innovations. The research highlights the importance of improving organizational climate and supporting employees' psychological readiness for change. These findings provide valuable insights for managers, emphasizing the need for transparent communication, employee involvement, and trust-building to foster a culture of innovation and reduce resistance.