Resistance to change should not take you by surprise.
If you expect resistance and plan to deal with it you can manage challenges before they're even raised.
The key is to start planning as early as possible.
Predicting reasons some people might resist change gives you the chance to plan your change project to address their concerns.
I've seen tense moments between staff and managers where I've wished more thought had been given to the way change was presented and how people will react to it.
Spending an hour with employees who need to express their anger is not an easy thing to do.
You quickly realise that the issue you're dealing with is a new concern and that most of your resources will be directed to managing the challenge rather than guiding change.
Your only hope of keeping the change on track is to manage their concern.
Yet this extreme can be avoided by taking the time to think about the concerns people will have and plan how to address them.
Spend plenty of time thinking about the common reasons for resistance
to change. Use some of the ideas listed on this page to give you
insight about the kind of concerns you may face.
You can use a tool such as the Force Field Analysis to help you work with the factors for resistance to change and those that support change.
It's also helpful to know if what you're experiencing is, in fact, resistance to change. It may just be normal behaviour.
There are many normal reactions to change and Elizabeth Kubler-Ross wrote about some of them. These need to be planned for and managed but may be normal reactions or ways people cope rather than resistance to change.
Fear of change: One of the most common reasons for resistance is fear of change. This includes fears of not being able to perform or not being "good enough". People also fear uncertainty and the unknown. It's a bit like the sailors of old who feared the uncharted oceans.
The solution? Put it on the map - address the fears people might have and provide people with role models or mentors.
Not being consulted: If people are able to feel that they are a part of the change there is often less resistance. They feel heard. Yet, time and again, I encounter resistance due to a lack of involvement.
The solution? Involve people in the change as early as possible.
Poor communication: It's self evident isn't it? I'm sure I don't need to explain this one. WRONG!
When it comes to change management there's no such thing as too much communication.
The solution? Say it strategically, but don't remain silent.
Changes to routines: When we talk about comfort zones we're really referring to routines. We love them. They make us feel secure and efficient. So there's bound to be resistance whenever change requires us to do things differently.
Whether it's new procedures, new parking places, new reporting lines, or new corporate culture, changes to routines can be uncomfortable.
The solution? Show people how it will work and demonstrate the need for change.
Low trust: When people don't believe that they, or the company, can competently manage the change there is likely to be resistance. This may be related to their experience of change in the past.
The solution? Communication. Lots of it. And evidence that top management support the change process.
Misunderstanding about the need for change: If staff do not understand the need for change you can expect resistance. Especially from those who strongly believe the current way of doing things works well...and has done for twenty years!
The solution? Involve people in the change as early as possible. And find lots of ways to demonstrate why the change is necessary.
Exhaustion/Saturation: Don't mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low.
The solution? Answer the all important 'What's In It For Me?' question. Show them how they can benefit from the change - and maybe provide some incentives along the way.
Change in the status quo: Resistance can also stem from perceptions of the change that people hold. For example, people who feel they'll be worse off at the end of the change are unlikely to give it their full support.
Similarly, if people believe the change favours another group, department or person there may be (unspoken) anger and resentment.
The solution? Lots of focus groups. Listen carefully for emotions and provide support. This may be in the form of counselling or coaching.
|Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better.|
- King Whitney Jr.
Read more change quotes to inspire and motivate.
It's not possible to be aware of all sources of resistance you might face. Expecting that there will be resistance to change and being prepared to manage it is a proactive step.
Recognising behaviours that indicate possible resistance will raise awareness of the need to address the concerns.
At the end of the day all sources of resistance to change need to be acknowledged and people's emotions validated.
It's far better to anticipate objections than to spend your time putting out fires.
Knowing how to overcome resistance to change is a vital part of any change management plan.
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