Why We Resist: Understanding Human Nature and Organisational Change

Human nature is resistant to change.

Let me share my experience.

Having worked in the same routine for almost a year, I received an email from a brand I had worked with remotely that they were making changes.

A shift in content strategy. It was unsettling.

Switch to a new content management system and other digital tools. It was different from what I'd been used to.

It challenged my established work habits, leading to initial resistance.?

However, as I regularly share with young ones worried about facing disruption versus sticking with the known, changes can also present growth and professional development opportunities. Well, with the right support and communication.

Why Resistance?

Resistance stems from various psychological and emotional factors, including fear of the unknown, discomfort with uncertainty, and a natural preference for stability and routine.

Change often requires people to adapt, learn new skills, or alter their behaviour, which can sometimes be unsettling.

I recall another instance. A different organisation. I had always wanted my responsibilities to be expanded. I tried. But the protocol was strict on who they wanted at what time. 20 months passed, and they finally decided to take on more responsibilities. Guess my reaction? I felt threatened.?

I fidgeted.

Change is constant.?

Introduction of a new CRM.?

Shift in content strategy.?

Increased collaboration with other departments.

Change in tools or introduction of automation.?

Change in work policies.

New leadership with new directions.?

Perceived negative impacts like job loss, bad experiences with previous changes, comfort with familiarity, and loss of control, among others, are the reasons employees might resist change.?

How HR and Organisations Can Handle Resistance to Change

• Effective communication: Don't just send a mail informing your employee of an “order-from-above” decision. Openly communicate the reasons behind the change, how it will benefit the organisation, and what support will be provided. Take your time to communicate change. This transparency helps to ease fears and build trust.
• Involve employees early: Engage employees in the change process from the beginning. Make them a part of the change. Allow them to contribute ideas or express concerns. Make them feel valued, and they are more likely to buy into the changes.
• Provide training and resources: Equip employees with the necessary tools and training to adapt to new systems or processes. This reduces anxiety and helps them feel more confident in their ability to succeed.
• Address emotional concerns: Resistance often stems from emotional reactions. Provide support through one-on-one discussions, support, or even just showing that you acknowledge their feelings.
• Highlight growth opportunities: Yes, "What's in it for me?" Employees wonder. Give answers. Talk about how the change can lead to their personal and professional growth. When employees see the potential for career advancement or skill development, they are more likely to embrace the change. Except those who are averse to development.
• Lead by example: Leadership should model adaptability and a positive attitude towards change. Picture a boss rigid in his mindset but expects followers to embrace change. When employees see their leaders embracing change, they are more likely to follow suit.
• Monitor and adjust: Continuously monitor the impact of the change and be willing to make adjustments based on feedback. Flexibility during the implementation process can ease the transition and reduce resistance.

When introducing change, do you ever pause to ask, 'What’s in it for my employees?' Understanding their perspective could be the key to turning resistance into readiness. How will you engage your team in the journey of transformation?