Managers often have a hard time when it comes to dealing with change.
They understand that it is necessary to grow the company and stay ahead of the competition, but they also know that some employees will be resistant.
It’s important to understand why workers may be against changes to understand how best to work with them on acceptance.
Your employees are likely asking themselves these questions that lead them to resist change:
What will the change bring?
Change can always be scary, as one never knows what it can bring.
Being fearful of the unknown is a human trait, and some of us can deal with it better than others.
What if I can’t do it?
Although employees often get tired of doing the same thing over and over, they are used to it and feel competent in their skills.
On the other hand, learning a new system or software can be stressful, and employees may resist learning it because they may doubt their abilities.
What if my job would be eliminated?
Many changes in today’s workplaces centre on automating processes.
It’s no secret that many jobs are being replaced by new technologies.
There is no wonder than whenever you mention the word change, the thought of loss of job security may enter your team members’ minds.
Would I have to work more or harder?
Even if you explain to your colleagues that the change will help them do their work better, making their jobs easier, they may doubt it.
Everybody knows that there is a learning curve to new tasks, and individuals may be resistant to change because they will not want to invest the time and energy into learning something new.
Will I get help in the process?
Employees know that while top level managers institute changes, not all of them make themselves available to the employees who have to act out the change.
It’s not uncommon for employees to resist changing the status quo because they’re not sure they’re going to get much help in the implementation process.
How does this impact me?
If you fail to create a true team within your organisation where your employees believe that the success of the company directly affects their own success, the people working for you will not be as likely to embrace change.
They will likely as of themselves, what’s in it for me?
Why wasn’t I consulted?
Companies that do not value transparency and do not involve their employees in the talks about changes are the ones whose employees will be mostly resistant to change.
If an accounting software is being updated without input from the actual accountant, the person may question why they weren’t consulted, and will likely not embrace the new software.
Understanding what your staff members are thinking in times of change can help you talk to them about their concerns and help them embrace change.
Senior Management Trainer and Consultant
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Mark Williams is a learning and development professional, using business psychology and multiple intelligences to create fascinating and quickly-identifiable learning initiatives in the real-world business setting. Mark’s role at MTD is to ensure that our training is leading edge, and works closely with our trainers to develop the best learning experiences for all people on learning programmes. Mark designs and delivers training programmes for businesses both small and large and strives to ensure that MTD’s clients are receiving the very best training, support and services that will really make a difference to their business.