Explain how managers create resistance during implementation

What will be an ideal response?

A negative approach to employee resistance overlooks two important points. First, employee resistance is often a result of management actions. Managers can and often do create resistance by the manner in which they pursue change. By looking at the aforementioned reasons for employee resistance, one can see ow many can be understood in part as a natural and expected outcome of mplementation.
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When employees are satisfied with the status quo, for example, the barrier may be that they have not been allowed to engage in an adequate and full diagnostic process to share learning about why the status quo is undesirable and what about the status quo needs to be changed. Employees who do not fully appreciate the potential benefits of the proposed change may either have little idea of where management proposes to take the organization or believe that management simply does not possess either the competence or commitment necessary to achieve the stated goals.