METHODS TO ASSESS THE RESISTANCE TO CHANGE

In an era of speed and turbulences, a significant aspect in any organisation is the management of emergencies occurred as large-scale change challenges by implementing new cost reduction development and reorganisation strategies (J. P. Kotter, 2010, p. 11). The common practice proves that many organisations register failures. In relation to this aspect, J. P. Kotter (2010, p. 12) supports the idea that biggest mistake made by any organisation when trying to change themselves is their failure to create a sense of emergency among a sufficient number of people in order to prepare the change. The assurance that the change solution will be accepted and implemented by the employees reveals the resistance to change.