New colleagues? Organise a team social. New responsibilities? Pitch in and get your hands dirty too. When something new comes in, something old gets pushed out. And with loss, comes grieving. So in order to support a smooth transition, leaders need to recognise that employees may be experiencing grief.
Acknowledging how well people were doing their jobs can really help them feel happier about the changing times to come. Many people believe there are seven stages of grief — shock, denial, bargaining, guilt, anger, depression, acceptance. And according to Scott Crabtree, who teaches the science of happiness to clients like DreamWorks, Intel, Boeing and Nike, organisational change can make employees feel seriously challenged. And when things change, these needs are challenged.
So what if the change directly impacts the work somebody is doing? If they are the expert with a particular system, they feel pushed out when a new system is introduced and the old one is scrapped — it puts everyone on the same level, and they become a less vital member of the team for a while.
Introducing new systems can make employees feel like their expertise is being replaced. Encourage them to learn the new systems, and reclaim their roles as experts. The key here is convincing these experts that you are not replacing their expertise. Rather, you are equipping them with new tools that will make them even more efficient than ever before. Encourage people to launch themselves into learning new processes or systems, so that they can reclaim their roles as experts.
Of course, not everybody wants to learn new systems, build their skills, or adapt to a new way of working. Because it take too much damn energy!
Roberts says that learning to do things a different way and refocusing priorities ramps up the pressure on people who may already be carrying a heavy load. She says that it takes time and reassurance for people to truly believe that a new way of doing things can be more productive, and even make their job easier, in the long run. Resistance to change is often more profound in organisations where employees expect predictability. According to Rachel Carrell, CEO of childcare tech start-up Koru Kids , change is normally smoother in a start-up, because employees expect things to change often.
Loss of Support System: Employees already in their comfort zones, working with the managers they get along with, and who are operating within predictable routines know their support system will back them up during challenging times. Changing the organizational structures may shake their confidence in their support system. They may worry about working for a new supervisor, in a new team, or on unfamiliar projects because they fear that if they try and fail, there will be no one there to support them.
Former Change Experience: Our attitudes about change are partly determined by the way we have experienced a change in the past.
For instance, if in your organization, you have handled change badly in the past, the employees will have good reasons for rebelling. Employees, who live in the same house, shop at the same stores, visit the same social club, and drive the same routes daily throughout their formative years may have more difficulty dealing with change than people who grew up in several different neighborhoods.
An employee who was raised in a family that viewed change as a challenge to be tackled will probably have a more optimistic outlook about change than a person who was raised in a home that considered change an unwanted experience that upset the predictable family routine.
Empathy and Peer Pressure: Whether we are introverted or extroverted, we are still social creatures. Organizational stakeholders will resist change to protect the interests of a group, team friends, and colleagues. It is normal for employees to resist change to protect their co-workers. This could be pure because they sympathize with their friends because of the change that has been thrust upon them.
Managers too will resist change to protect their work groups or friends. All these behaviors can sabotage the success of any change. Lack of trust and support: This is yet another vital reason why employees resist change.
Successful organizational change does not occur in a climate of mistrust. Trust, involves faith in the intentions and behavior of others. In organizations where there is a high degree of trust and each individual employee is treated with respect and dignity, there is less resistance to change. Mutual mistrust will be the bane of an otherwise well-planned change initiative. If an organization is seen as being untrustworthy as demonstrated sometime in the past, so why would any employee trust such an organization?
Any sweeping changes on the job can cause employees to fear for their roles in the organization. For this reason, a well-planned outplacement support should be in place to manage and assist employees. Employees resist change because they are worried that they may not find another job easily and quickly.
Click here to register now. Feb In practice, there are 12 common reasons why people resist change in the workplace : 1. Previous post. Next post. So, to be a more successful change agent, one needs to understand change resistance and the reasons people resist change, even good change. It is important to remember: Change is uncomfortable. Why do people resist change? Mistrust can develop into resistance to change. Some people enjoy and are more accepting of it because it provides them with something new and challenging.
Others prefer a set routine. Everyone is psychologically wired differently, so responses to the change process will be individually different. Fear: A fearful response can occur when change is enacted without preparing the affected employees. Timing: Too much change over a short period of time causes resistance.
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