Overcoming the organizational resistance in change management projects: the evolution of the best practices

Organizational resistance to change management has been an urgent issue in enterprises for more than 100 years, but in the 21st century it has become a determining factor in corporate transformations. Investments in technology, automation, and innovation alone do not guarantee success if employees actively and successfully resist the transformation process. The evolution of the best practices for overcoming organizational resistance in enterprises has been considered. The study focuses on management strategies that prioritize rapid decision-making and cost efficiency. The authors’ approach to classifying resistance types (individual, group, general, and from top management) and their correlation with the stages of change implementation has been presented: planning, implementing, and consolidating changes in company’s practical activities. The best practices of overcoming organizational resistance have been highlighted, forming three types of strategies such as “People are more important than changes”, “Business is more important than change”, and “Changes are necessary for survival”. Moderate resistance can be helpful in facilitating discussion and clarifying the goals of changes, while strong resistance on several levels can lead to delays, increased costs, and further project failure. By rethinking traditional theories and relating the best practices to modern business dynamics, the study offers a comprehensive methodology for effectively managing organizational resistance within the framework of the proposed strategies.