More on Perception

"... Organisational commitment and attitudes towards organisational change confirm the expectation that occupational stressors and attitudes to change are negatively correlated......almost all occupational stressors (apart from control and resources-communication) are related to negative attitudes to change..... Stress created by bad work relationships, overload and unfair pay and benefits can cause negative attitudes towards organisational change and, therefore inhibit change processes.... More specifically, lack of a socially supportive environment, expressed by their work relationships, was found to be the strongest predictor of negative attitudes towards change..."

Vakola et al as quoted by Taryn Haynes-Smart, 2010  

Furthermore,

"...Increasing workload is not only easily attributed to the change but also makes change unattractive and problematic, leading to non-supportive attitudes......this highlights the importance of planning change carefully to create a well-structured work environment and well-balanced work schedule to reduce stress and uncertainty arising as a result of change..."

Vakola et al as quoted by Taryn Haynes-Smart, 2010  

Even though communications, ie the flow of information, is most critical in the initial change sequence and cannot be neglected in later phases. Impacted stakeholders need to have an understanding of why changes are occurring and how it is progressing. 

"...When communication is not forthcoming, employees construct their own information. In the absence of formal communications about change, rumours and grapevine discussions are filling the gap that in turn leads to decreased receptivity to change and increased cynicism, content, uncertainty and frustrations that rumours spread quickly through informal social networks..."

Frahm et al as quoted by Taryn Haynes-Smart, 2010