How to Manage Resistors to Change
When implementing a major change in operations or organizational structure, many companies experience a degree of resistance from their employees. Resistance can arise for several reasons ranging from a low tolerance to change to a difference in opinion about which changes should be made. Regardless of whether the resistance is insight or anxiety-based, you can employ a handful of techniques to reduce or prevent it all together.
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Improve your communication with your employees and provide adequate information about the new initiatives before you announce the changes. Often, resistance to change occurs when employees misunderstand the purpose and nature of the new initiative. In order to combat rumors and grievances arising from false information, communicate often with your employees. Give them detailed information about the initiative, as well as your reasons behind changing the status quo. Employees are more likely to agree with your decisions if they are able to see the larger picture.
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Involve the employees in the decision-making process. Give them an opportunity to voice their opinions and vote on key components of the new initiative. Let them know that their input is important to you by taking their concerns and suggestions into consideration. You can form a committee that includes representatives from your employees at all levels, thus empowering them to play an active role in the development of the organization.
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Assuage senses of fear and anxiety during the transition period by setting up proper support systems. Major changes tend to engender resistance because they place employees outside of their comfort zones. People may be uneasy because they are uncertain about what to expect in the coming weeks and months. The more positive encouragement that you provide your staff, the more they will be willing to embrace the changes.
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Consider negotiating compromises to your plan. According to Kotter and Schlesinger, strategic management theorists, certain employees resist change due to parochial self-interest, where they only consider how the new initiative will personally affect them instead of prioritizing the well-being of the organization. If you are encountering resistance from a specific person or group of people in your company, negotiating an incentive to accept the changes might be an effective way to prevent them from derailing the initiative all together.
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Consider the other perspective. Not all forms of resistance emerge from negative personality-based factors. Perhaps you have made a mistake in indentifying the intervention point for an issue or the manner in which you should implement the change. Listening to the other perspective might prevent you from making a potentially detrimental alteration to the company structure or operations. The key to dealing with resistors to change is to communicate well, listen to their input and stay positive in your interactions with employees.
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References
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