Dealing with reactions to change

This fall, is your organization rolling out some changes after landing new strategies/plans, creating new organizational structures, introducing new processes, systems and/or technology? Are you dreading the “resistance” to change?

What if we were to think about “resistance” in a different way? Instead of “resistance,” how about “reaction” or “response” to change?

It’s important to reflect on what your stakeholders may perceive they’re losing when they are responding to change. Do they believe they’re losing autonomy? Are work relationships being impacted? Does this change impact how they believe their competencies or skills will be viewed?

Resistance

Expect “resistance” when your organization is going through a change; it’s normal. It arises when the drivers for change are not clear, when past changes have gone nowhere, when it is perceived as a significant loss or when it seems that the benefits of the change don’t outweigh the challenges of the status quo. The reality is that in most organizations, change is happening all the time—that said, if changes become a “flavour of the month” and go nowhere, then employees may not pay any attention because they don’t believe the stated change will even happen. ?

Other reasons for resistance in general:

·??? Lack of leadership buy-in

·??? Lack of commitment to support stakeholders through the change

·??? Perceived lack of progress and then, perceived lack of consequences for the lack of progress

·??? Lack of awareness of the need for the change or of the impacts (benefits and drawbacks) of the change — lack of communication

·??? No measurable results/objectives

·??? Stakeholders not feeling heard – not feeling that they are being treated as if their views have value

To help better understand the perspectives of your stakeholders, you need to not only initiate and maintain dialogue, but you also must do something with the information you receive. ?Setting the stage with dialogue signals to the organization that employees will be involved…will have a say…will have a chance to help create and form this change.

What about the motivating factors to change? In addition to understanding and supporting the key internal/external drivers behind change, employees are motivated to change if some or all of these factors are present:?

·??? Discontent with current state

·??? Negative consequences of not “getting on board”

·??? Enhanced job security or job role

·??? Increased affiliation/sense of belonging

·??? Potential for career advancement

·??? Acquisition of power

·??? Having some ownership/accountability for the change and for the future state

·??? Incentives for adopting the change – such as recognition, compensation, etc.

·??? Trust and respect for leadership

·??? Hope for future state

???So: How do we turn our challenges into opportunities? ??

• Surface resistance early and often — operate from the premise that people resist for good reasons Note: discounting increases resistance
• Communicate clearly and early: Transparency is key. Share the vision behind the change, the benefits it will bring, and the steps involved. People are more likely to get on board when they understand the 'why' and 'how'. Don’t forget to communicate and build upon what is NOT changing – it provides touchstones.
• Engage and listen: Involve employees early and consistently. Encourage feedback and listen to concerns. This not only builds trust but also provides valuable insights that can improve the change initiative.
• Empathy is essential: Show empathy and provide support to help your team navigate through the transition.
• Translate new desired behaviours into practical, day-to-day steps
• Provide opportunities to learn about the change, try it out…and remove workload / role work blocks whenever possible.
• Provide training and resources: Equip your team with the necessary tools and skills--proper training can alleviate anxiety and build confidence.
• Lead by Example: Demonstrate your commitment to the change.
• Celebrate Small Wins: Acknowledge and celebrate milestones along the way. Identify & celebrate quick wins – show progress, show change is happening.
• Outpace resistance – keep the change moving, marking milestones, sharing progress, showing results, and sharing what’s next.
• Storytelling – Leaders, project teams and committees and frontline managers should be talking about the change, the potential impacts, the benefits, the drivers, the expected behaviours, and the achievement of milestones/successes.

Remember, resistance to change is not a roadblock but an opportunity to engage with your team, address their concerns, and build a stronger, more resilient organization. ??

How have you managed resistance to change in your organization? Share your experiences and tips in the comments! ??

#Leadership #EmployeeEngagement #OrganizationalDevelopment #ChangeLeadership #change#resistance #changeresponse #changemanagement #addressingresistance #activelistening #WIIFM

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