I am aware about the constraints with regards to “blogging” and why there are so many “7 or 10 reasons”. Hence, the author’s introduction that these reasons are, in her opinion, the “most common”.
Nonetheless, these should come with a disclaimer/warning that it is contextual/circumstantial and various other reasons can become more serious barriers under different circumstances.
According to my experience, in a global more complex context the following can be more critical reasons for resistance:
1] Lack of Cultural Awareness (e.g. diversity, paradigms etc.) and lack of Trust.
2] Lack of Communication (especially bottom-up, e.g. consultation & dialogue etc.).
3] No Shared Vision and no Shared Values.
4] Low Tolerance for Change (e.g. organisational capacity/culture & behaviour, individual anxiety etc.)
5] Failure to consider Politics and Power (i.e. at senior level).
Cheers,
Phil
CAPRIVI CONSULTANCY 
There seems to be consensus on the fact that the Change Agent should be capable to manage the change episode and in particular the following:
a) Cultural customs & courtesies
b) Cultural awareness
c) Psychological paradigms
My experience is to remove biased perceptions and study the cultural differences.
In case of managing cultures in a global context, I can recommend; Management Worldwide, Hickson D. & Pugh D.
or any relevant work published by Hofstede G.
Uncertainty Avoidance
Power Distance
Individualism versus Collectivism
Masculinity versus Femininity
Posted by Philworldwide | 12/10/2012, 9:42 amRegarding the Change Agent’s ability here are some initial checks that can be applied:
1] Did the Change Agent understand the long-range strategic intent, guiding principles and vision for the particular business unit and for the organisation?
2] Was the compelling vision clear to CA, was it shared and aligned?
3] Did the CA consider the multiple interacting influences?
4] Can the CA manage the organisation conflicts including emotional and political dynamics?
5] Identify characteristics of organisational culture types.
6] Identify the influence and diversity of the national cultures
(i.e. 6 different cultural orientations of societies & cultural dimension model & Hofstede’s dimension of national culture / GLOBE framework)
7] Assess relevance of cultural change to organisational change.
8] Assess cultural risk.
9] Avoid and/or remove filters and biases such as the following; Historical bias, Leniency bias & Severity bias etc.
10] CA to recognise and address following influences and related situations, i.e.
a) Stereotypes (preconceived, oversimplified, exaggerated, demeaning assumptions),
b) Ethnocentrism (evaluate other ethnic groups according to the own values and standards),
c) Xenophobia (fear and hatred for stranger/foreigners),
d) Megalomania (excessive preoccupation with one’s own importance),
e) Groupthink (individuals give in to the pressure of the group),
f) False beliefs (no substance; based on folklore, tradition or simple misunderstandings), &
g) Habit (the status quo)
Posted by Philworldwide | 13/10/2012, 10:38 pm