Kotter claims that people resist change because they assess the change situation differently from their managers or those initiating the change. According to the level of management each person occupies the information communicated within the organization differs. Furthermore, managers and employees perspective on the change process varies. While managers have the full picture of the process, know all the stages and consider that the change started and will end sometime in the future and it gives new opportunities to the business, employees see the change process as it´s happen too frequently and as destruction to the balance and existing way of doing business and disturbance to the status quo.
The consequences of employees’ resistance to change include: blocking or slowing down chance (which increases the costs), less productivity, disturbance and trouble in the change program, failure of the change, and, in extreme situations, can lead even to destabilization or breakdown of the organization. Thus in order to make change forcing it and acting too quickly