The Unspoken Barriers to Organisational Change
Understanding Resistance to Change (1/5)
By James Cuthbert Managing Director at Henkan | CEng | Ex-Big 4 | ANLP Certified Coach
Editor’s note: Resistance to change is not a new concept, but understanding why it is a complex issue and why we are still looking for effective methods to engage teams and organisations in change is an evolving art/science.
Driven by constant disruptions, the demand for rapid adaptation to new technological advancements, and smart supply chain integrations, manufacturing organisations are facing significant strain to be more agile and efficient.
Under pressure to deliver immediate results, leadership often overlooks the importance of cultural transition in their change management plans, focusing solely on the tools and systems for transformation.
Why Does This Matter?
When companies transform, cultures change - sometimes in a negative way, or in a way to resist the transformation efforts. If left unaddressed, this can lead to disengagement, a drop in morale, and, ultimately, pervasive resistance to change.
Overwhelmed and demotivated employees can derail even the most well-intentioned efforts, leading to stalled progress, wasted resources, and unmet goals.
The Link Between Employee Engagement and Resistance
Recent statistics on employee engagement highlight this issue clearly:
State of the Global Workplace: 2024 Report by Gallup - Link to Report
With over 70% of employees in the UK and Europe falling into the "not engaged" category, leadership needs to address this issue sooner rather than later to drive productivity, boost morale, and secure a competitive edge in the market.
Organisations with low engagement rates are bound to face a lack of motivation and commitment to support new directions, making them more likely to resist change.
Understanding Resistance to Change
Resistance to change is a common issue in organisations and can be categorised into four main groups: active opposition, apathy, indifference, and cynicism.
Surveys have shown that employees in resistant organisations are three times more likely to leave the organisation or sabotage the change initiatives. Understanding the signs and root causes of resistance is crucial for addressing it effectively.
Types of Resistance
Which can be displayed in various ways, including:
Root Causes of Resistance: Sceptics and Cynics
While general resistance can manifest in various behaviours, as listed above, understanding the underlying motivations provides leadership with deeper insights into effectively addressing these behaviours.
To do so, resistance to change can be broadly divided into two primary groups: sceptics and cynics. These groups represent more deeply rooted attitudes that require distinct strategies to overcome.
Here's how they differ:
Sceptics comprise about a third of the organisation. They are uncertain about the change and need clarity and inspiration.
Effects: They may continue using old methods, undermining the change initiative by causing delays.
Needs: Clear communication, inspiration, and alignment with their values and beliefs.
Cynics represent a smaller group, comprising up to 15% of the organisation on average; however, their pervasive attitude can significantly impact multiple areas of an organisation.
Effects: This attitude is contagious, leading to widespread disengagement and decreased productivity.
Needs: Addressing their concerns requires acknowledging past failures, building trust through small, successful changes, and ensuring transparent and consistent communication.
Advice for Leaders
Delegate Responsibility:
Empowering employees enriches their work experience and reduces the burden on leadership.
Traditional Approach: In traditional manufacturing, maintenance is typically handled by a specialised team, often resulting in delays and disruptions when equipment breaks down.
Improved Approach: Empowering operators with autonomous maintenance tasks can significantly improve efficiency. For instance, Heineken has implemented autonomous maintenance in their factories, where operators are trained to perform routine maintenance and identify potential issues before they become major problems. This approach reduces downtime and enriches employees' work experience by giving them more responsibility and a sense of ownership.
Prioritise Feedback and Goal Setting:
Regular goal setting and performance reviews keep everyone aligned and increase transparency.
Traditional Approach: In traditional manufacturing settings, performance reviews are often conducted annually and focus mainly on past performance, which can leave employees unclear about their current goals and expectations.
Improved Approach: To improve alignment and transparency, Unilever implemented a system of continuous feedback and regular goal setting. Instead of annual reviews, Unilever now conducts quarterly performance reviews where managers and employees collaboratively set specific, measurable goals. This approach ensures that every team member understands their individual and team objectives, which are directly aligned with the company’s broader strategic goals.
Are you facing resistance to change in your organisation?
To help you identify and address these challenges, we have introduced Free Site Assessments as part of our offering.
Our team will evaluate your organisational culture, pinpoint areas of resistance, and provide tailored strategies to foster engagement and smooth the transition process.
Find out more about the offer here.
Conclusion
Organisational resistance to change is a significant barrier that can derail transformation efforts, leading to wasted resources and unmet goals. Understanding and addressing the root causes of resistance, particularly among sceptics and cynics, is crucial.
Sceptics who seek clarity and inspiration and cynics who require trust-building and consistent communication represent deeply rooted attitudes that require distinct strategies.
Leadership must prioritise clear communication, employee engagement, and value-based management to overcome resistance and foster a cultural transformation that supports change. By doing so, organisations can enhance employee engagement, reduce resistance, and achieve successful, lasting results in their change initiatives.
Coming next:
Mastering Tools and Capabilities: The Key to Effective Organisational Change
From Chaos to Clarity: Crafting a Strategy and Vision for Organisational Transformation
Building Resilient Systems: Balancing Hard and Soft Structures for Continuous Improvement
The Power of Leadership: Cultivating Culture and Trust to Drive Organisational Success