Resistance to Realization of Projects on the Implementation of Risk Management Systems

The scale and level of complexity of the decisions made, as well as the dynamism of the internal and external environments of the organization, lead to the understanding that a systematic approach to risk management is needed, not fragmented. It consists in creating a unified continuous process for the consideration of all the risks of the company, taking into account all the links and the expected negative and positive consequences. The corporate risk management system helps not to miss significant risks from the analysis, and also reveals the mutual influence of risks in various business areas and provides compliance solutions with an acceptable level of risk for the organization. Awareness of the importance of risk management in conditions of economic instability sooner or later leads top managers to decide to integrate risk management into the management of the entire company, which in itself is a significant organizational change. The successful integration of this system into business processes can be hindered by barriers, one of which is resistance from the company's staff, both among managers and line managers.  As a rule, it has negative consequences for the organization and can lead to an increase in time and resources spent on the implementation of risk management systems, the emergence of social tension and corporate conflict in the team, a decrease in the effectiveness of risk management and even the complete failure of the project. This work is aimed at studying the phenomenon of resistance to the implementation of projects for developing a risk management system in an organization, as well as developing recommendations for leveling this resistance.