How to Overcome Resistance to Change

A strategy for dealing with resistance to change Let’s get back to the headline we began discussing. Here, there are several forces at play, with the employee placing the blame squarely on management. The employee doesn’t want to change his/her working routine, and will see any minor problem as a big issue and a further reason for change. Of course, he or she doesn’t believe they should shoulder any of the responsibility – they probably didn’t see the motives for the organizational change to begin with. When you encounter resistance to change, try listening to what is being said: after all, the person speaking probably knows more about the direct impact of the change program on them and their way of working. pg. 5 Reflect before taking action Effective change management begins with effective planning. First, reflect on the possible impacts of change. Ask yourself:  Where and who will be most impacted through the change program?  Who is likely to be most resistant to change, and need the most help?  How will you communicate the reasons for change, expectations, benefits and progress?  Are the concerns being voiced genuine issues, or resistance to change? After these reflective questions have been answered, only then should you take appropriate actions: Create a forum for the review of the organizational change program, and identify key stakeholders and threats to change. Set open discussion meetings to discuss all aspects of your change program. Communication is key when handling resistance in the workplace.

Reinforce the reasons for change and answer the question, “What’s in it for me?” Allow time for people to accept organizational change. Ensure that you ‘hold the hands’ of those most reticent to change. Discuss their fears and anxieties with them in frank and honest one-to-one sessions, answering their concerns and offering solutions to problems encountered. Jumpstart change by reinforcement Even when you think you’ve crossed the finish line, don’t be fooled into taking your foot off the gas. Years of doing things a certain way institutionalizes behavioral patterns. Reasons for the change program, benefits to the company and individual, and the risks of not following through with the new processes, procedures, and methodologies will need to be reinforced long after expected results have been achieved. There may be decades of accepted behaviors that need to be redefined and replaced. The new ways could take some time to become embedded as accepted by all, and any relaxation in the change management effort could jeopardize the whole program way into the future. What you need is a new culture to drive change. You need your employees and other stakeholders on board. What better way than to seek their help in a more collaborative environment?

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