How to Overcome Resistance to Change

THE CYCLE OF RESISTANCE TO CHANGE

"I’m absolutely overwhelmed. Management doesn’t seem to understand the impact of change on my day-to-day workload.” That headline is a common complaint from employees at firms seeking to move toward a strategic vision that encompasses organizational change. More worryingly, middle managers – those expected to be your primary conduit between strategy and implementation – voice the same concern. An impartial, experienced coach will help break through resistance at all levels and jumpstart organizational change. Handling change in the workplace is a challenge No one ever said that change was easy. Even the bosses who are recognized as the world’s greatest ever change leaders – CEOs like Jack Welch at GE, and Lou Gerstner at IBM – faced challenges that had to be overcome. As strange as it may seem, such change management talents had to learn their craft and discover how to counteract resistance to change. Handling change in the workplace is not an ability that blesses the precious few at birth. Resistance to organizational change is seen at all stages One thing that our clients soon come to realize is that resistance to change is encountered throughout the process of change, and takes on several different forms:  Disbelief is often encountered at the outset, or even the initial announcement of organizational change. Mutterings of “Why do we need to change?” soon turn

to an avalanche of adverse reaction.

 Lethargy manifests itself in apathy toward change. This is often seen keenest in middle management, with a lack of energy for the project rippling through the organization.  Questioning the progress made is a common tactic of resistors to spread their own negative views.  Denial of the need for organizational change will be voiced most vociferously at any shortfall in expected outcomes. The resistance to change will grow as resistors point to small shortfalls as evidence of the change program, making everyone’s jobs and targets more difficult to accomplish.  Reluctance to change is usually evidenced by people reverting to the old way of doing things.  Depression is seen most in the people who you might consider to be keenest and most empowered by organizational change. These people want it all yesterday, and may become dismayed at the slow pace of change, questioning why the initiative was ever started.

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