Leading transformational change requires an intimate understanding of the human side – the companies culture and people and behaviors must be changed to deliver the desired results.
Change is not just hard facts but also a result of our thinking and emotions – put them together and they turn into a change in feelings and consequently our behaviour.
Resistance to change comes from a fear of the unknown or an expectation of loss. The front-end of an individual’s resistance to change is how they perceive the change. The back-end is how well they are equipped to deal with the change they expect.
An individual’s degree of resistance to change is determined by whether they perceive the change as good or bad, and how severe they expect the impact of the change to be on them.
Leading transformational change – The role of feelings – When fear prevails
When fear prevails, things that employees are asked to do are passively accepted, they are not inclined to make improvements and they do the job just to secure the flow of income.
Leading change – Why transformation efforts fail – The role of feelings
Reduce the likelihood of resistance to change
In an organization that has a culture of trust, transparent communication, involved, engaged employees and positive interpersonal relationships, resistance to change is less likely to occur.
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