*2.1.2. Uncertainty*

One of the most important elements in the individual dynamics of changing resistance is uncertainty. People are afraid of unknowns and uncertainties [12]. The fact that those who perform the change are not sufficiently clear, that the change is not fully explained and the uncertainties that occur with them can be listed as fear from the unknown, loss of control and concerns about the future and business.

evaluate their possible consequences. Generally, it can be listed as the causes of interestbased resistance of individuals who think like the expectation of unemployment, the possible increases in the current work load, the loss of status and the possibility that the material situ-

Resistance to Change and Conflict of Interest: A Case Study

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Concept of interest is defined as the indirectly obtained profit, gain, benefits or the benefits that only one person provides for himself. The fact that it is a matter of interest requires that something related to the subject be requested; the fact that we have called it interest has the power to abolish even the strongest associations. The presence of such power results leads to

Conflicts are one of the elements that can reduce or increase the efficiency, effectiveness, change and development levels of organizations and on the basis of which lies individual

In a rapidly developing and changing world, because we call the invariance of change, nonhomogenous social groups are being formed and it is inevitable that these groups are differ-

Even if individuals or groups assume an agreement on the purpose of organization, the differ-

Individuals or groups on certain topics may have different interests. Any decision to be taken or a decision taken by a group may affect the interests of the other party. Along with such differences, the effort to expand the strengths of the organization's employees or groups can

• People's attitudes, beliefs, levels of knowledge and life experiences are different between

• These differences cause people to become self-centered and have difficulty in understand-

• People usually tend to protect and bring their own personal interests into the forefront.

With regard to the concept of conflict, it can be said that the negativity state proposed in classical approaches is inherent in organizational structures together with modern thought. Even with proper management, conflicts are expected to have a very positive effect on disruptive outcomes [22]. While constructive conflicts encourage change and innovation, the conflicts that are being destructive bring out the interests of the parties, the negative situations that are brought about by the purposes of the organization [23]. In organizations where there are no conflicts, it is observed that the members of the organization are closed to change and innova-

The inevitability of the conflict is due to the three tendencies of the human being [21]:

entiated from each other. This situation creates a natural ground for conflicts [20].

ences in unit-based intentions lead these conflicts to interests or priorities.

ation will change in the negative direction, which comes with technological change.

**3. Valuation of interest and conflict of interest**

the presence of a conflict.

also be a major source of conflict [6].

ing the perspectives of other people.

tion because of indifference and monotony [24].

differences [19].

them.

#### *2.1.3. Insecurity*

In situations where the safety of individuals is threatened, sabotages occur [5]. Trust-minded thoughts such as insecurity, not being self-confident, being afraid of failure and misunderstanding against those who manage change or those who are part of it come under the heading of insecurity.
