Reducing Resistance To Change
I was reading this article the other day in the online version of the UK'sDaily Telegraph.Two
men and a woman, plus a French manager, were held captive for 18hours at the Scapa adhesive factory in the south of the country.
Tradeunion members prevented them from leaving after negotiations over theloss of 68 jobs collapsed on Tuesday. A trade union representative saidthat the executives had been "free to wander around the plant as they wish,but not to leave". Police officers were standing by so as not to "inflame thesituation by intimidating workers".
It even has a name now "bossnapping". It is becoming quite a commonoccurrence. Whatever it's called it certainly put a whole new spin on theword resistance. It made me think hard about resistance in the currentclimate. Were the layoffs, pay cuts and general economic downturn havingan effect on people and their attitudes to change?
It was further brought home to me when I ran a webinar for people thismorning on tactics to use in a cost reduction environment. When askedwhat is the biggest issue facing change agents a large number talked aboutincreased employee resistance. Despite fearing for job security peoplewere still finding ways to resist change. This must be a big issue to allchange agents working hard to try and implement business-criticalchanges.
Resistance triggers
We know that psychologically this is all to do with people feeling loss ofcontrol and disruption. But what triggers these feelings? Over the years, wehave identified five main triggers for resistance.
1. People feel their future security could be threatened
2. They will be negatively impacted financially
3. People's work relationships change
4. Changes are made to their levels of responsibility
5. The learning curve for the new role is too steep
Managing these triggers
Let's be clear some of this is out of your control as change agents.Sometimes all that any of us can do is to minimise the damage.
1. People feel their future security could be threatened
Once people feel that they could lose their jobs then there's not much youcan do to reduce their fear and uncertainty. Even if they wanted to leavetheir pride and sense of self worth is hit. So if it's not true, tell people assoon as possible. If it's true then tell people as soon as you know about thethreat. Leaving it to the last minute only makes the situation worse. In themedium-term, you can encourage people to see the advantages ofsustained performance as a source of control over this change and futureevents. Being able to function even through uncertainty gives people morecontrol over their future.
2. They will be negatively impacted financially
Another tough trigger to deal with. It is becoming more common fororganisations to try and reduce employees compensation rather thanmaking lay-offs. The idea is that key staff will be in place and ready for anyupturn in the economy. Four day weeks, unpaid sabbaticals and straightpay cuts are all being used to reduce costs and avoid layoffs. The onlyaction you can take is to explain the reasons, tell them what amends youmight be able to make, for example through future enhanced bonuses andgive them space to take it all in and make a decision about what they wantto do.
3. People's work relationships change
This happens all the time in change. It's not restricted to the currentsituation. People value their personal relationships whether at work orsocially. They don't like those being disrupted. Steps you can take include:discussing how the change will support old and new social relationships;being careful to identify where old relationships may break down and howyou might be able to compensate for that. For example, keeping people inthe same building, try and set up new social events and forums to placepeople in contact with new people, and accelerate building the newrelationships required.
4. Changes are made to their levels of responsibility
Organisations constantly break-up and reform. It's the way of how modernbusinesses function particularly in the Anglo-American business model.This often means that not only do work relationships change but people canchange responsibilities often. Steps you can take include: being clear abouttheir new responsibilities; emphasising the responsibilities they have for thechange implementation; identifying common, over-arching goals and lastlylooking for rewards that will tell people they are important e.g. speciallunches, small gifts or public praise from senior executives.
5. The learning curve for the new role is too steep
One of the great writers on change and culture is Ed Schein. Schein talksvery compellingly about the anxiety learning creates during change and theway that if people become too anxious they will attempt to revert to thestatus quo. Key steps include: involving key people in identifying theapproach and providers of training; ensuring key people pilot and evaluatethe training; confirming that support will be provided for skills developmentafter the training and considering a temporary adjustment to appraisalsystems to reflect the required learning time to achieve competence andresults.
In conclusion
"Bossnapping" really makes you think about how far resistance could go.However, resistance is an inevitable companion of major change and so we have to learn to mitigate its causes and then help people adapt. Hopefullythis article helped you think through some of the proactive actions youcould take as a change agent to achieve this.
Reducing Resistance To Change
By: Graeme Fraser
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