A View of Epistemological Fallacy in Measurement Context of Resistance to Change Study

Change resistance has long been acknowledged as one of the leading causes of change failure. It was documented that change failure rate has the potential to be as high as 93%. As change becoming a norm in today's setting, more effort should be put in understanding more effective way in warranting successful change. This study was conducted through review of qualitative data based on organizational change literature and findings. It was discovered that previous change literature put more emphasize on human aspect while missing other critical context of change resistance and missing key measurement in appraising the change itself. Hence, a new conceptual model of assessing the context of change resistance is made based on three different context which are individual, change programme and institution along with the introduction of the change itself as a construct. Albeit the simplicity of the proposed model, the model will enable the assessment of resistance to change with bigger perspective in tandem with past recommendations of a dire need of better framework in managing change. By inquiring deeply into the appraisals of the proposed change context, it may be possible to facilitate a focal shift from change failure to change accomplishment.