In many cases, they don’t fully understand or know the change. On the one hand, they are close to the front lines and are critical in communication, but on the other hand, they are last in the game. Usually, managers feel left out of the planning stage of the project, and it leads to a feeling of dissatisfaction associated with their expertise and proximity to the end-users.
Lack of involvement and influence in vital decisions of the project leaves managers doubtful and perplexed. Sometimes they are not updated with the project-related information and feel isolated and behind. As a reaction, they resist change.
Resistance is also noted when the managers are not clearly defined the project’s benefits.
Managers feel unworthy and redundant due to the change process as it lessens the value of their knowledge and contribution. This leads to overall insecurity regarding their job and position of power.
Even if the change is proven to have no impact on their position, they still feel it would only make them inept. Change drags them out of their comfort zones, modifies the work profile, and builds stress regarding the negative impacts of change. Usually, they are afraid about the wages and performance reviews.
Lack of time and increased workload are other reasons managers resist change. They consider the change process to be very time-consuming and overwhelming. Moreover, they argue about competing priorities and reach change saturation, especially for their employees.
The culture of change resistance derives from failed experiences in the past. Many managers feel uneasy about change when they compare the current project to a previous one that failed to achieve its purpose. Therefore, they think it is important to maintain the status quo to combat any unfavourable outcomes of a failed change project. There are many reasons for the buildup of this culture, including bad management and accountability in the past initiatives.
Managers often feel protective towards their team and hope to rescue them from any adverse effects of a failed change project. If the change involves a reduction in their staff, they openly oppose and take action to prevent the change.