Change Management: How to Deal With Resistance to Change.

One of the most baffling and reoccurring problems which business executives face is employee resistance to change. Such resistance may take a number of forms—persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudo logical reasons why the change will not work. Even the more petty forms of this resistance can be troublesome.

All too often when executives encounter resistance to change, they “excuse” it by quoting the cliche that “people resist change” and never look further. Yet changes must continually occur in the industry. This applies with particular force to the all-important “little” changes that constantly take place—changes in work methods, in routine office procedures, in the location of a machine or a desk, in personnel assignments and job titles.

No one of these changes makes the headlines, but in total, they account for much of our increase in productivity. They are not the spectacular once-in-a-lifetime technological revolutions that involve mass layoffs or the obsolescence of traditional skills, but they are vital to business progress.

major reasons for resistance to change.

1. Lack of Trust 

2. Poor communication and engagement 

3. Fear of the unknown

4. Poor timing 

5. Ideological flaw

what you can do:

Management action

Many of the problems of resistance to change arise around certain kinds of attitudes that staff people are liable to develop about their jobs and their own ideas for introducing change. Fortunately, management can influence these attitudes and thus deal with the problems at their source.

Broadening staff interests:

It is important to make them feel like they are the ones who would benefit most from the changes. Another thing is to open the ground to employees for their idea. When this is done, the employees find the changes relatable and logical. Most importantly, he identifies with them and even influences other employees to do the same. 

Using understandable terms:

One major problem that arises with introducing change at the workplace is that it might seem foreign to the employees. This is why it is important to use understandable terms with them. Make sure the concept has been broken down perfectly to them. A change that is regarded as too “technical” will automatically be met with opposition. It is important to avoid situations where you as the facilitator of the change can not answer questions raised by the employees. 

what you should know:

In expecting resistance to your new idea, it is also important to realise that not everyone will resist the change. It is strange but true. You, therefore, be careful as to the attitude you bring up with the employees. When resistance occurs, our mindset shouldn’t regard the situation as one that needs to be overcome but it should be seen as a useful signal. 

The resistance, like the pain, does not tell what is wrong but only that something is wrong. And it makes no more sense to try to overcome such resistance than it does to take a pain killer without diagnosing the bodily ailment. Therefore, when resistance appears, it is time to listen carefully to find out what the trouble is. What is needed is not a long harangue on the logic of the new recommendations but a careful exploration of the difficulty.

It may happen that the problem is some technical imperfection in the change that can be readily corrected. More than likely, it will turn out that the change is threatening and upsetting some of the established social arrangements for doing work. Whether the trouble is easy or difficult to correct, management will at least know what it is dealing with.

In conclusion, all companies must experience change as they grow and evolve. At Conedge, we can help you navigate through these changes. Reach out today to learn how we can help you with change management.