This paper is part of change management. The extent to which managers succeed to reduce the resistance to change from the part of the affected employees contributes greatly to the achievement of the targeted objectives that follow a change process. This paper aims to present a number of forces located both inside and outside the organization, forces that through their manner of expression may exert a direct influence on the increase or decrease of the opposition’s intensity of those affected by the change.

The identification and analysis of these forces give to the involved managers in coordinating changes the possibility to reduce efficiently and effectively employees resistance to change