How to deal with resistance to change
And using it as a force for good
Resistance to organisational change can take two forms. People can resist actively, such as ridiculing, blaming or blocking a change initiative. Or the resistance can be passive — agreeing to something but not following through, procrastinating and feigning ignorance. The question is: how to deal with resistance to change? This is Change tip #2 from the Change Handbook.
Why is it difficult for an organization to change?
An organization is a complex, inter-dependent system. When change happens in an organization, its natural response is to fold back into its original form. Leaving the familiar — processes, systems, models and practices — and embracing the unfamiliar is neither smooth nor comfortable.
What is perceived as a threat to the status quo manifests as active or passive resistance.
The reasons for resistance can be many and varied. The resistance can come from certain perceptions about how the change will affect everyone. Say, the sales department feels that a new process or business model will shift burden disproportionately onto them. Feelings of doubt, disappointment or suspicion arise and they disconnect from the change process.
In many cases, poor change communication is to blame. Unless leadership clarifies the change vision, strategy, impact and expected behaviors, gaining consensus is an uphill task.
How do you find resistance to change? Pushback emerges when the change is under way. Watch out for active resistance and passive-aggressive behaviors. And consider yourself lucky. Because resistance is a good sign. It tells you that change is actually on its way
How to deal with resistance to change
It is for people themselves to understand and accept change. What you can do is to facilitate this understanding based on why people are actually resisting the change. Here’s how you can go about it:
Avoid talking about the change only from the company’s perspective. Yes, everyone should be clear on why the change is happening (e.g.: a transformation in the business model will make us more resilient to disruptions).
But they’re likely not resisting change because it creates a different kind of organisation. They’re worried about how it affects them at the team and/or individual level. It follows then that you should address the specific reasons why people aren’t comfortable doing something different. Have town halls, all-hands meetings — and if you deem one-on-one conversations necessary — make time for them.
Employees will talk among themselves. Parroting the same message to every team or person you meet will defeat the purpose of having the conversation. Use the stories behind the resistance to match the message to the reason(s) for avoiding change. Informal leaders who wield considerable influence among peers may advocate for or oppose the change, making it important to connect with them early on.
Listen patiently to people’s concerns and ask questions if you’re unable to follow them. Avoid letting your existing perceptions about a certain employee or team cloud how you interpret their concerns.
There is another advantage of having open, transparent change communication. You will learn about any loopholes or risks in the change strategy or execution that haven’t been accounted for.
Be clear on what is expected
Change is inevitable. By following the steps above and showing genuine interest in people, you will be assisting them so that they can take away their resistance to change themselves. When they accept the change, they will also take ownership of enabling the desired change within the boundaries of their role and responsibilities.
About the autor: my name is Lodewijk Gimberg, I am a change fanatic, leadership coach and entrepreneur. I love to write about business change and personal growth. The change tips series are stories from the field and my personal experience and to help you become better in manouvering through change. There is also a Dutch version of this blog.
