People are not resistant to change if genuinely communicated about what is in it for them

It is a well-known concept in Organizational Behavior that people are resistant to change. But is this really surprising? From a human psychological perspective, isn’t it natural for humans to be cautious about change? People are unlikely to accept or embrace something new unless they are convinced of its benefits or how it is going to positively impact their life.

The real issue may not be that people are inherently resistant to change. Rather, it could be that as line managers, management, or HR departments, we have not always been transparent and open in explaining the rationale behind a transformation. Without clear communication, uncertainty thrives, making employees hesitant or fearful of change. Therefore, it’s not just about the employees resisting change; it’s about management's resistance or reluctance to provide the genuine communication needed to alleviate the uncertainty that change can bring.

The Recent Change in the Country

If we examine the recent student-led movement in Bangladesh, it serves as a prime example of how citizens, both on the ground and online, are ready to embrace change when they are genuinely engaged and communicated about what is in it for them from this historic and much awaited change. The people of Bangladesh demonstrated their belief in change through verbal commitment and public demonstrations.

When the nation was in a dilemma about who would steer the country forward, especially after the previous leaders were exposed as corrupt, the youth—particularly Gen Z—stepped up to show how change can be led. The broader population did not resist this shift; instead, they embraced it because the communication from the movement’s leaders was genuine and transparent. As a result, the country is poised to experience a positive transformation.

Understanding the Positive and Negative Reinforcement

We need to understand the role of both positive and negative reinforcement during a change process. It’s crucial to emphasize the positive reinforcements and eliminate the negative ones. Following Kurt Lewin’s change management model, we must identify where to unfreeze, where to implement changes, and where to refreeze. Employees often become accustomed to certain ways of doing things, just as management and policymakers believe their strategies are the best. This raises the question: Why is change necessary, and what drives the need for it?

Even when considering McKinsey's 7-S model of change, which focuses on organizational design and coordination, management sometimes overlooks how changes in one element can impact others within the organization. If we fail to approach change management from a holistic transformation perspective, we risk labeling people as resistant to change, when the issue may lie in how the change is managed.

Successful Change Management from some Leading Companies

Several companies have recently undergone significant organizational design and structural transformations where employees did not resist, thanks to the clarity of purpose and effective communication from management. For example, Spotify reorganized its teams into small, autonomous "squads" to enhance agility and innovation. Management effectively communicated the need for this change, ensuring that employees understood how the new structure would empower them to deliver better results, leading to widespread acceptance. Similarly, Salesforce expanded its remote work options in response to the pandemic, transitioning to a more flexible work model. The leadership emphasized the long-term benefits, such as employee well-being and the ability to attract global talent, which helped employees embrace the new approach.

Unilever also streamlined its organization, simplifying business units to focus on growth markets, which was well-received due to clear communication of the strategy’s importance. Microsoft’s shift to a cloud-first strategy under CEO Satya Nadella involved significant restructuring, but employees supported the change because the vision for future growth was effectively communicated. These examples show how clarity and communication can drive successful organizational transformations.

A Change Management Model for Ultimate Success

I will share a holistic model of change designed to shift people away from being labeled as resistant to change, ultimately leading to successful outcomes for both individuals and the organization. The model is called ‘CHANGE’ with each letter stating a sentence representing the key action:

C - Clarity of Purpose: There must be an authentic reason for initiating change, critically analyzed through one or more of the four core dimensions: higher revenue, lower cost, and technological evaluation. Clear communication of this purpose by management removes initial doubts about the planned change.

H - Helping People Understand the Purpose: The initiators of change must take sufficient measures to help people understand the core reasons for the change and how it will benefit them. Addressing questions such as, "What’s in it for me?", "How will this benefit me?", "Will my job be affected?", and "How will my role be redefined?" is crucial in alleviating concerns.

A - Accept Initial Denial from People: Even after efforts to clarify the benefits, some people may initially resist due to the VUCA (Volatile, Uncertain, Complex, Ambiguous) nature of the global environment. Management and HR should accept this initial denial and engage employees in exploring the benefits of the new change initiative.

N - Nullify Negative Reinforcement Behaviors: Promote positive reinforcement behaviors to counteract negative ones. Employees should be encouraged to embrace change because it leads to rewards, rather than out of fear of punishment or negative consequences. This shift in motivation is key to reducing resistance to change.

G - Genuine Transparent Communication: Final communication efforts must be transparent enough to create genuine motivation and acceptance among employees. They need to understand how and why the change will positively impact both organizational success and their future career progression, including skill enhancement. This strategic communication is critical to the success of the change initiative.

E - Engage People to Execute Change: Finally, since the change is 'of the people, for the people,' it must also be 'by the people.' Engage employees in the transformational change management journey. When people take ownership of the change, they will drive its success—leading to ultimate success."

Last few Words

In conclusion, the success of any organizational change hinges not just on the strategy itself but on how well the people involved understand, accept, and engage with it. By following the CHANGE model, organizations can transform resistance into enthusiasm, ensuring that change is not just implemented but embraced. When employees feel a sense of ownership and see the tangible benefits of the change, they become active contributors to the organization's growth and success, ultimately leading to a more resilient and adaptive workplace.

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