Change is not the problem – resistance to change is the problem
Leaders can’t control much of the world changing around them, but they can control how they respond to how employees feel about a change.
Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively manage objections. Understanding the most common reasons people object to change gives you the opportunity to plan your change strategy to address these factors.
The eight most common beliefs and reasons that people resist change
- There isn’t any real need for the change
- The change is going to make it harder for them to meet their needs
- The risks seem to outweigh the benefits
- They don’t think they have the ability to make the change
- They believe the change will fail
- Change process is being handled improperly by management
- The change is inconsistent with their values
- They believe those responsible for the change can’t be trusted
Culture of trust
In an organization that has a culture of trust, transparent communication, involved, engaged employees and positive interpersonal relationships, resistance to change is easy to see – and also much less likely to occur. Employees feel free to tell their boss what they think and to have open exchanges with managers.
When a change is introduced in this environment, with a lot of discussion and employee involvement, resistance to change is minimized. Resistance is also minimized if there is a wide-spread belief that a change is needed.
Being prepared for the resistance and making sure your solutions fit the existing culture are the keys to making change work.
It’s important that the new way makes sense at all levels. A solution is not viewed as valuable if it just compensates for a flaw in the system.
Change is not the problem – resistance to change is the problem — http://www.torbenrick.eu/t/r/bgk
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