Understanding Resistance to Emergent Collaboration


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Resistance to anything new is not uncommon and should in fact be expected. Emergent collaboration is no different and organizations that are investing in these tools and strategies can expect to see resistance. Resistance comes in three different ways: employee resistance, manager resistance, and IT resistance. In the upcoming Chess Media Group report on the state of enterprise 2.0 we will cover all of these in detail including a look at what the common reasons for resistance are. However, for now I wanted to draw your attention to a similar study (from 2009) which was conducted by Carl Frappaolo and Dan Keldsen from Information Architected.

Personally I found it quite interesting to see how many organizations were actually faced with resistance, and I was a bit shocked to see that 72% user resistance figure! Finally, the budget allocation (slide 16) is something I wrote about in the past and I feel it’s…quite off.

Republished with author's permission from original post.

Jacob Morgan
I'm a best-selling author, keynote speaker, and futurist who explores what the future of work is going to look like and how to create great experiences so that employees actually want to show up to work. I've written three best-selling books which are: The Employee Experience Advantage (2017), The Future of Work (2014), and The Collaborative Organization (2012).


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