Novel Approach to the Actions for Causes Elimination of Staff Resistance to Innovative Change

Figures & data

Table 1 Employee Survey Results of Primary Health-Care Institutions

Causes Resulting in Deliberate or Unconscious Resistance to New Innovation Challenges	Significance Value	Significance Rank	The Most Relevant Strategies
Employees are psychologically unprepared to understand changes	228	1	1; 3
Inertia, habituation to old practices and procedures	270	2	1; 2; 3; 4
Fear of potential failures	727	5	1; 3
Secondary emotional consequences, ie lower self-confidence and influence on others, a potential increase in responsibility and stress	911	7	1; 3
Lack of confidence in the management	1224	11	1; 4
A specific type of contract with the employer	1088	9	4; 1
Lack of work under new conditions skills	1089	10	1; 2
Personal conflicts with innovators	1008	8	5; 4; 1
Destruction of coherent and banded together work groups	685	4	1; 4; 3
Weak planning	791	6	4
Lack of innovation-related information	541	3	1; 4; 3

Figure 1 Model for choosing strategy to reduce the causes of resistance to innovative change. The model was created by quantifying the results of research using an innovative methodology. All main eleven reasons of resistance to innovative change are presented and five possible scientifically based strategies have been selected to eliminate each reason. The option to check the effectiveness of each chosen strategy is displayed as well.