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Barriers to Change

In: Change Management

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  • Thomas Lauer

    (Aschaffenburg University of Applied Sciences)

Abstract

This chapter shows that in practice often necessary changes in companies are not carried out, although the necessity is obvious. This phenomenon can be explained by findings from four different areas. Psychology teaches that people avoid or devalue information that contradicts their previous attitude (avoidance of cognitive dissonance) and that they only look for alternatives when real dissatisfaction has occurred (satisficing). Organizational theory has proven that large bureaucratic corporations hinder change just as much as excessively strong corporate cultures. More or less rational cost arguments often stand in the way of necessary changes and finally, the situation can be so complex that one shuns intervention. However, since standstill normally leads to failure, it is important to overcome these obstacles and to dare to change.

Suggested Citation

  • Thomas Lauer, 2021. "Barriers to Change," Springer Books, in: Change Management, edition 1, chapter 3, pages 29-44, Springer.
    • Handle: RePEc:spr:sprchp:978-3-662-62187-5_3
    DOI: 10.1007/978-3-662-62187-5_3
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