Overcoming resistance to change
Overcoming resistance to change, involves convincing of employees which are the greatest obstacle to the implementation of the changes in organization. Such employees are acting according to so called "rule of defiance" by Karol Adamiecki formulated in conjunction with the principle of inertia or defiance by Henry Louis Le Châtelier and Karl Ferdinand Braun (regarding chemical and physical phenomena). This rule says that the personnel involved in the improvement generally oppose any change of conditions and methods of work.
Resistance may occur in the open or covert form, immediately or over time. There are following sources of resistance: the uncertainty caused by concerns about workplace, doubt as to the suitability of qualifications and competence, fear of the unknown, the reluctance of entering into new areas, the risk of personal interests, reducing power or spheres of influence, a sense of loss (for example, the current status). Identifying sources of resistance is useful for taking action to reduce its power. Often people not prepared to change resign from work, causing increased employee turnover rate.
Sources of resistance to change may be also: ignorance of the causes, the effects of uncertainty, reluctance to lose the current position.
Overcoming resistance to change is often achieved through: involvement of employees in the process of improving the organization (TQM, working groups, etc.), extensive information to employees about ongoing changes, their causes and the benefits for them and for the company, the support of management and consistency in the implementation of changes.
Table 1. Tools for overcoming resistance to change
| Approach | When to use | Advantages | Disadvantages |
|---|---|---|---|
| Education and communication | Lack of information or inaccurate information | Convinced staff can assist in the implementation of change | Time-consuming, especially if number of employees is large |
| Participation and involvement | Significant number of potentially reluctant employees | Employees who participate are willing to engage in the changes. | Time-consuming, especially if participation leads to improper design of the project |
| Facilitation and support | Employees having trouble adjusting to the new situation | This approach does allow for the correct solution to problems of adaptability of workers | Time-consuming, large investment, likelihood of failure |
| Manipulation and co-optation | Other approaches do not work | Speed and low cost | Leads to great difficulties, if employees recognize that managers manipulate them |
| Hidden and open coercion | Pressure on the speed of change, considerable power of leaders | Quickly overcome any resistance | Risks associated with anger of employees. |
Examples of Overcoming resistance to change
- Involve employees in the change process: Inviting employees to be involved in the process of change will help them to understand the change in a better way and also make them feel that their opinion is valued.
- Provide clear communication: When implementing a change, it is important to provide clear communication about the change and why it is necessary. This will help to reduce fear and uncertainty about the change.
- Provide training and support: Training and support is key to ensuring that employees are equipped to handle the change in an effective way. Providing training and support will also help employees to feel more confident in the change.
- Create a sense of ownership: Allowing employees to have a sense of ownership over the change process will help to reduce resistance to change. This can be done by assigning responsibility to individuals and allowing them to take ownership of the change.
- Create incentives: Creating incentives for employees to embrace the change can help to reduce resistance to change. This can include recognition and rewards for those who accept and embrace the change.
Advantages of Overcoming resistance to change
Overcoming resistance to change brings numerous advantages to an organization. These include:
- Increased efficiency and productivity - By introducing changes that are beneficial, the organization can expect to see an increase in efficiency and productivity due to better use of resources and enhanced employee morale.
- Improved employee morale - Employees are more likely to embrace changes that improve their job performance, which can increase motivation, job satisfaction, and commitment to the organization.
- Enhanced organizational culture - Overcoming resistance to change can lead to a better organizational culture, as employees are more likely to embrace new ideas, processes, and practices. This can help to create a more positive work environment and foster collaboration and innovation.
- Improved competitive advantage - Introducing changes that improve efficiency and productivity can give the organization a competitive edge in the market, as it can be more competitive in terms of cost and quality of goods and services.
- Reduced costs - Implementing changes that are beneficial to the organization can lead to reduced costs, as it can help to streamline processes, reduce waste, and eliminate redundant activities.
Limitations of Overcoming resistance to change
One of the main limitations of overcoming resistance to change is the lack of employee engagement and buy-in. Without employees being convinced and actively participating in the change process, the desired outcome is unlikely to be achieved. Additionally, other limitations include:
- Limited resources: Organizations may not have the necessary resources to invest in the change process, such as time, money and personnel.
- Complexity: Change processes can be complex and difficult to manage, especially when they involve large numbers of people.
- Fear of failure: Employees may be hesitant to embrace change due to fear of failure or uncertainty about the outcome.
- Resistance to change: Employees may be resistant to change due to their comfort with the status quo, or due to fear of the unknown.
- Poor communication: Without effective communication, employees may not understand the purpose of the change or how it will affect them.
- Lack of trust: Employees may not trust the organization or the change process, which can lead to resistance.
One way to overcome resistance to change in an organization is to employ different approaches. These approaches include:
- Creating a sense of ownership among employees - This involves engaging employees in the change process, giving them a sense of ownership of the changes, and motivating them to take part in the decision-making process.
- Communicating the need for change - It is important to explain the need for change and the potential benefits to the organization and its employees. Clear and effective communication helps to build trust and understanding of the need for change.
- Rewarding employees who embrace change - Rewarding employees who demonstrate a positive attitude towards change and are willing to accept the new changes can help motivate other employees to be more open to change.
- Addressing employees' concerns - It is important to listen to employees' concerns and address them. This helps to create a culture of trust and respect, which is essential for successful change implementation.
- Encouraging feedback and open dialogue - Encouraging employees to provide feedback and having an open dialogue about the change process helps to build a sense of engagement and ownership among employees.
In summary, overcoming resistance to change requires creating a sense of ownership among employees, communicating the need for change, rewarding employees who embrace change, addressing employees' concerns, and encouraging feedback and open dialogue. These approaches can help create a culture of trust and engagement, which is essential for successful change implementation.
| Overcoming resistance to change — recommended articles |
| Culture and QMS implementation — Management by culture — Atmosphere at work — Delegative leadership — Non financial motivation — Motivation system — Organizational development — Management by participation — Management by wandering around |
References
- Bovey, W. H., & Hede, A. (2001). Resistance to organisational change: the role of defence mechanisms. Journal of Managerial Psychology, 16(7), 534-548.
- Coch, L., & French Jr, J. R. (1948). Overcoming resistance to change. Human relations.
- Dent, E. B., & Goldberg, S. G. (1999). Challenging "resistance to change". The Journal of Applied Behavioral Science, 35(1), 25-41.
- Lawrence, P. R. (1954). How to deal with resistance to change. Harvard Business Review, 32(3), 49-57.
- Pardo del Val, M., & Martínez Fuentes, C. (2003). Resistance to change: a literature review and empirical study. Management Decision, 41(2), 148-155.
- Watson, G. (1971). Resistance to change. The American Behavioral Scientist, 14(5), 745.
Author: Krzysztof Wozniak
