Obstacles to effective organizational change: the underlying reasons

Bruce Hoag · Hans V. Ritschard · Cary Lynn Cooper

104 citations0/0 files storedLeadership & Organization Development Journal

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Organizational Change and Leadership Leadership and Management in Organizations Organizational Management and Change

Abstract

Abstract Our world abounds with constant, relentless change to the extent that most people no longer have an open mind about it. Unequivocally, they want it to stop. Many organizations have initiated change programs which have failed. Often, such failures are blamed on staff or on external constraints, such as cost, workload, and legislation. In this study, more than 500 responses were obtained from participants who completed the statement: "The three biggest obstacles to bringing about effective change in my organization are…" A total of 89 per cent of these responses pointed to factors within the organization itself.

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References

1997Motivation and Personality 1963Experimental and Quasi-Experimental Designs for Research 1979The Social Psychology of Organizations.1974The Nature of Managerial Work 2015Principles of Scientific Management, The 2009Leading change: why transformation efforts fail 1972Characteristics of Organizational Environments and Perceived Environmental Uncertainty 1981Power in organizations

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