Strategies For Surmounting Opposition To Organizational Change
Strategies For Surmounting Opposition To Organizational Change
It is human nature to reject what we picture as different. Change requires that we work to learn a new set of rules, when the older rules may have accommodated us just fine. In reality, neither our individual nor professional lives will always be aligned with what we perceive to be comfortable. In other words, we are not the heart of universe and the world does not revolve around our comfort levels. Circumstances outside of our control will occur that pressure us to adapt to new policies, new systems, and new sets of laws. In the very best situations our participation will be worthy and our opinions will be wanted giving us the chance to create the means that justify the end.
Individuals evidence their commitment to change through their works and actions. Strong managers solicit staff involvement to build buy-in and to make sure that the affects of the proposed changes are vetted to fend off system breakdowns. Non-management employees can demonstrate their buy-in by preparing themselves about the process, looking for ways to build consensus, giving and receiving feedback, and conveying their concerns to peers and management constructively.
Many hypotheses try to explain why employees resist change even when it is obvious that change is needed for an organization's endurance. Resistance to change can be avoided via:
Commitment: From the CEO to the janitor, every employee must be committed to the change plan. That commitment starts at the top; therefore the organization's leadership must be particularly attuned to successful execution. One naysayer on the leadership team can ruin the whole process.
A change mandate: Change can not be a choice. With gentle respect it must be made clear that change is not an option, it is a requisite.
Input: Anyone who will be affected by the impending changes must be afforded the opportunity to voice his or her view in a respectful and collegial setting.
Accountability: Every individual affected by the change program must be held responsible for implementing his or her individual change activity. Not meeting that duty must carry consequences.
Rewards and celebration: Successful implementation should be acknowledged via compensation and/or acknowledgement. The organization as a whole should mark the successful implementation of the change program as well.
Evaluation: Examining the success of the implementation at predetermined intervals is a strategic decision designed to judge success over time and make corrections for unanticipated consequences.
Overlooking any one of the items above quashes the chance of successfully fulfilling a change program.
When change happens, the relationship ("personal compact") between employers and employees suffer. This "personal compact" has three prongs - formal, social, and psychological.
The formal compact: Captures fundamental tasks and performance essentials as defined by company documents such as job descriptions, employment contracts, and performance agreements.
The psychological compact: Integrates feelings such as confidence and dependence between employee and employer, which is the foundation of an employee's individual dedication to personal and company objectives.
The social compact: Includes employees' perceptions about the culture of the organization and their prospects for success.
Change destabilizes the foundation upon which the employer/employee relationship ("personal compact") is established. It is this uncomfortable change in organizational kinetics (social, formal and psychological) that drives opposition to change, not just the launch of different ideas or other ways of conducting business.
Once the change program is announced, some employees will utilize tactics to protect themselves, their turf, and ultimately their spot in the organization.
Argumentative: Some employees will aggressively dispute the necessity for change. This is a time waster, which prevents important objectives from being satisfied. Every person who facilitates the change process must work diligently to shape consensus. The employee must be reassured that each idea is worthy of consideration. Should an exchange deteriorate into broad declarations such as, "I just don't like it", "This will never work", or "This is a waste of time" the speaker must be challenged. Simply ask the speaker to explain why he or she feels the way they do and call for for three or four propositions for making the process work.
Avoidance: Many directors and members of the leadership team will avoid change by subtlety declining to commit to the process. Frequently these leaders will undermine the change effort by being inaccessible for meetings, refusing resources, or withholding feedback. "The leadership" is a particularly problematical foe, because change efforts often require the use of resources handled by the leadership, such as time and money. Without these resources change efforts are likely to perish. Accountability with consequences is the fundamental means for ensuring leadership involvement.
Distraction: Many employees and organizational leaders look for personal or professional diversions during the change process that will ultimately hinder the campaign. An distracted individual can undermine the change effort by not being present physically or mentally when his or her vital input is needed. Not being mindful of change produces an unnecessarily difficult experience for each member of the team. Such carelessness calls to mind the wasted energy used when one runs against the wind. Change efforts offer an opportunity for every one involved to secure a new spot in the organization or make a determination to look for a better fit elsewhere.
Everyone who will be impacted by the change process must participate in its execution, which begins with soliciting ideas and input in the earliest planning stages.
Once identified, there are diverse strategies that can be employed to overcome resistance to change within the organization. In order to maintain stability, all individuals must be treated with respect as they may have worthwhile knowledge to contribute and doing anything less may create even more resistance. At all points of the change process, it is advisable to seek areas for accord. Later these commonalities can be leveraged to encourage the opposition to join the team. It is likewise essential to recognize and fully understand the nature of the resistance. This feedback will shape the foundation for strategies to deal with that resistance. When the bulk of the organization is on board it is certainly worthwhile to hear and address the fears of a few holdouts, which perpetuates the goal of maximum buy-in. Lastly, resistance can be overcome by making sure that the change effort is conveyed effectively in a multi-dimensional format. Adult learning theory supports the demand to distribute messages that are seen, heard, and felt. By looking for consensus, acknowledging feedback, and communicating effectively, organizations can meet opposition successfully. Nevertheless, there will be individuals who cannot function in a changed system. These men and women will always feel that the relationship ("personal compact") with the employer has been broken.
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