What type of resistance to change is rooted in employees' fear of losing their perceived status within the organization?

The type of resistance to change rooted in employees' fear of losing their perceived status within the organization is known as 'ego resistance' or 'threat to expertise and influence'. This resistance stems from a perceived threat to their position, power, or recognition resulting from the proposed change. Employees may believe the change will diminish their authority, make their skills obsolete, or reduce their visibility within the organization. For example, an experienced project manager might resist the implementation of a new project management methodology if they believe it will reduce their control over project timelines or diminish the value of their expertise. Similarly, a senior employee might resist the adoption of new technology if they fear it will make their skills obsolete and reduce their status as a subject matter expert. This type of resistance is often driven by a desire to maintain one's self-image and protect their sense of importance within the organization. Employees may feel that their status is tied to their current role, responsibilities, or skills, and that any change that threatens these factors will undermine their sense of self-worth. Addressing this type of resistance requires acknowledging employees' concerns, emphasizing the value of their contributions, and providing opportunities for them to develop new skills and expertise that will enhance their status in the new environment. It's important to demonstrate how the change will create new opportunities for growth and advancement, rather than diminishing their importance.