Organizational Transformation – Part III

Removing Resistance - Creating Long-Term Commitment

By EMERGE International

 “Resistance to change” is a phrase with which we are all too familiar, but studies prove only one thing for certain: the belief in “employee resistance to change” is pervasive. And we contend that BELIEF is the problem. Employees at all levels, in all types of organizations believe that resistance to change is the biggest obstacle to change. We think it’s a hobgoblin with very few teeth.

Back in the 1940s, Kurt Lewin (one of the founder's of field theory, action science, group dynamics, socio-technical science and organizational development) introduced the term “resistance to change” as a system concept — a force that affects managers and employees equally.  However, many other researchers and authors have taken the term out of its original context, using it as model of behavior that describes employees alone. This creates an unnecessarily adversarial approach to change and a destructive, self-fulfilling prophecy.

Think about your organization and its approach to change strategies. What’s one of the first things you talk about?  Employee resistance? We think that employee resistance is not an important factor until managers, who believe they must overcome resistance, act on that belief. The belief turns into a self-fulfilling prophecy that can be the kiss of death when trying to implement a change.

We’re not saying that you should be naïve enough to think that resistance doesn’t exist. Articles and books have been written about this topic, and we’ve come up with a sizable laundry list of why people resist change. However, it’s our belief that resistance to change is in reality a symptom. In fact, it’s not only a symptom; it often serves as the scapegoat for change efforts that have failed.

Why do people resist change anyway?  Pick up any article that talks about resistance to change and you will find recurrent themes.  No matter what the business focus is, or who their leader may be, people are just plain people, and they have the same fears and concerns. They feel something is going to be done to them. 

The teachings of social scientists emphasize that an individual must first feel safe and secure before being able to achieve a state of self-actualization that allows a person to embrace change more readily. One of the solutions - as we have discussed in our article – A Key Source to Business Success – Part I – involving employees in the change process minimizes the level of anxiety and resistance.
 

What are some of the reoccurring themes that create anxiety for employees and translate into resistance?

·        It means I have to give up something.

·        It threatens my security.

·        I like clinging to the past. It’s comfortable and familiar.

·        I like maintaining personal stability.

·        I like to feel more in control.

·        Uncertainty is scary.

·        I fear losing status or my job.

·        If I allow this change to happen, who knows what will happen next?

·        My manager doesn’t really believe in this change, so why should I?

·        Last month it was chocolate, this month it’s vanilla. Who knows what flavor of the month will be next month? I’ll just wait for it. 

·        I’m already burdened since the downsizing. How can I take on anymore?

·        I need to protect myself.

·        I am emotionally tied to the way we do it now. This is my baby.

·        It is the tradition.

We see these reactions to change more as symptoms rather than as the actual root cause of the problem.  Experience has taught us that these reactions are symptoms created by lack of involvement, lack of safety, lack of support, and an overall lack of focus by leaders to remove the obstacles that create the resistance in the first place.  We are seeing increasing evidence to support this conclusion.  

Over the last 8 years of doing cultural transformation work we have found:

People do not resist change so much as they resist being changed.  It follows that individuals will cope much better with change if they have a hand in creating it.

Our hypothesis was confirmed in a ProSci study as well. Employees resist change because they often do not know what is planned and do not have a part in creating it.  Do not kid yourself into thinking that removing fear and involving employees is:  1) a piece of cake, or 2) the end-all, be-all answer to your change challenge. This is not the case. Not everyone will jump on the change bandwagon, so you must learn how to work with the resistance that your change initiatives will create. One of the benefits of doing so is you can use the power of the resistance to help you achieve your goals. Involve your biggest cynics, your biggest resisters. They are typically some of the most influential people in your organization, especially if management is not trusted and/or feared.  Because they are anti-establishment these are the folks that many employees listen to. Therefore, getting them to participate in making the change will have a positive effect on the change you are trying to implement. Involving them will increase the success rate and can actually speed up implementation and continued commitment to change.

Also, keep in mind that employees sometimes resist change for legitimate reasons. Therefore, before treating resistance as a problem, check to see if they are right!  Show respect to the resisters because sometimes there is a valid reason for their resistance. Find out. Ask the question. Showing respect to these individuals can actually build strong relationships that can positively affect future change initiatives. Also, working with resistance can even increase the likelihood that everyone can meet at least some of his or her goals. 

It is still crucial that you recognize that after all is said and done, there will still be resisters who will continue to try to derail your change efforts. Watch for them, and take immediate action.

We believe that employees must understand and believe in the goals for change and see some benefit for themselves related to the change. Therefore, when you are thinking about embarking on any type of change initiative, make sure you involve the workforce – the supporters and cynics as well.      

Interested in learning more about organizational transformation?

Visit us online at www.emergeinternational.com or email us at info@emergeinternational.comfor more information.