My decision to create my third tutorial blog on change management, and more specifically resistance to change comes from my own work experience and the majority of the information in this blog is gleaned from that experience.
We have all been through change in our lives, and I'm sure everyone can think back on an experience that at the least caused a bit of anxiety and/or discomfort. That being said, it is safe to say that it is somewhat of a normal reaction to resist change to some degree. It is far easier, even if somewhat dull and boring, to stick with the familiar and keep rocking along. How often have you heard people say, "if it ain't broke, don't fix it". In other words, it's working fine, we've been doing it like this for years, we haven't had a problem with it, so lets keep on keeping on.
However, is this always the best business strategy? Of course not! In the business world, if we do not have the ability to embrace change and be on the cutting edge of the latest technological advances, or if we don't stay in tune with the customers ever changing wants and needs, we are setting ourselves up for failure. So as a business owner or manager, it is expected that we will have to make frequent changes in our processes and methods of doing things. As well as consider knew tools and equipment that, once learned, can enhance our production and ability.
Therefore, one of the most important things we can do to create success as we embark on changes is get our employees to "buy in" to the idea that these changes are not just good for the company but also for them.
According to information in the
Change Management Learning Center - Resistance: understanding a phenoma that is natural to all of us http://www.change-management.com/tutorial-7-principles-mod3.htm resistance to change is
normal and should be
expected rather than take us by surprise.
The reasons we experience the anxiety and fear that change creates is unique to all of us and has to do with not only the change that is taking place in the work arena, but also things going on in our personal lives. Factors such as our level of education, our health status, family status, mobility, financial security, age, and many other things. The reasons for this could be pretty obvious if we think about it. For most of us, our job is the means that allows us to have a life. Without our livelihood, or with a lesser way to earn a living, all facets of our personal life will become different.
All this being said, how do we go about the process of handling this resistance to change when we find change to be a necessary next step in our business? Suggestions from the above website are as follows:
- Involve employees with designing the change
- Inform them as to why the change is taking place
- Help them to understand why the need to change is valid
- Make sure they trust the person(s) relaying the change message
- School them on how the change will impact them and their personal situation
From my experience I have found that of all these important issues, the most effective for creating manager and employee buy-in is to involve them in the designing of the change and where possible allow them to have input on the issues that will directly effect where they are in the organization. I have found that not only does it help to mitigate some of the anxiety, but it actually gets people excited about the change when they are part of creating the project and can claim some ownership to what's going on, rather than it being created by others and "pushed" on them.

To do this you must create a team of employees pulling a cross section from as many departments as possible that will be affected by the change. Your first instinct may be to choose your star performers from each area. Though you will need some of those, don't overlook your ringleaders in any group which may very well be you biggest resisters or "troublemakers". If that is the case, all the more reason to work at bringing them on board with the new project, because if you can turn around your most negative employee (especially one that has alot of influence on a given group) your battle becomes much easier. Also, this employee could have valid arguments that many employees are feeling and this person just happens to be the one bold enough to openly voice the concern.

Along the same thought is your front line managers. They have the ability to make or break the project, depending on how they relay the information to their subordinates. It is critical to give them the ability to claim ownership to the project because if they roll out the changes as "we are doing this because management said so" rather than something like "this change is not only great for the company, it is going to make our jobs so much easier!" Front line managers and supervisors usually have a closer relationship and are more trusted by their direct reports than a higher level manager. So their opinion much more strongly affects the average worker.
Lastly, just as it is important for managers to understand that it is normal to resist change and it should be expected, this is also something that most people probably don't even understand about themselves. Just knowing that the way you feel is probably the same way most everyone is feeling, helps to get through alot of situations. This is a message that should be strongly reinforced from the top down in an organization. If employees understand that what they are feeling is "normal and expected" and that managers and supervisors at all levels are there to encourage them, train them, and help them through, the end result will be a successful change that will enhance the organization AND be good for employees at all levels.
All clipart used from Microsoft Word