Resisting Change

Change can be scary. Whether it's a change in our personal lives or our work lives, it can foster a lot of anxiety and insecurity. However, sometimes, we have to change; without it, we would not grow. This concept holds true for organizations as well. Due to the ever-changing, dynamic environment of today's markets, organizations have to adjust and develop to stay competitive. Unfortunately, this can also alter the dynamics of the organization internally, especially if employees resist change. The good news is that there are numerous methods organizations can use to overcome barriers to change. Read along to find out about the causes and consequences of resisting change.

Resisting Change Meaning

Resisting change is the unwillingness or opposition of employees within to accept or adapt to new ideas or processes. This can negatively affect the company's ability to adapt and compete with other business. To understand the meaning of resisting change, we must first examine the basics of organizational change. What is a change in the organizational context, and why would people want to resist it? Let's take a look.

Whether to keep up with new technologies, operational processes, or competition, every organization will undergo a type of change at some point. In today's dynamic and ever-changing marketplace, there are numerous reasons an organization might have to change. These reasons are known as forces for change. We list some of these forces for change below:

• Competition - new competitors entering the market, global mergers and acquisitions, international partnerships, etc.

• Economic environment - financial crisis, currency fluctuations, recession, etc.

• Technological development - new technologies making the production process simpler, artificial intelligence replacing previous operational processes, etc.

• Nature of the workforce - an aging population, international teams, remote teams, etc.

• Social changes and consumer behavior - higher emphasis on sustainability, hybrid working, emphasis on mental health, etc.

• Political climate - international trade, new markets, etc.

Therefore, managers must look for various changes that may impact an organization. This function is known as change management.

Unfortunately, sometimes employees are reluctant to change with the organization. Therefore, managing resistance to change is also part of change management. We will look at why employees resist change in the workplace in the following section.

Reasons for Resisting Change

Let's now begin answering the question of the day: Why do people resist change in the workplace? Many people like to stick to a routine and feel secure in their jobs. When this changes, we might feel threatened and respond negatively to the idea of change.

In general, resistance to change stems from one of two sources: individual or organizational sources. Individual sources encompass personal factors and fears, whereas organizational sources include intra-organizational dynamics and structure.

Individual sources of resisting change include:

• Fear of the unknown/change: the business has to be very transparent about the change process. Employees may feel threatened or neglected when ambiguity is involved in the change process.

• Habit: employees may also feel threatened if their habits are broken. Some individuals may be taken aback by change and thus put up resistance.

• Financial reasons: employees may feel like they will not be able to perform if they are assigned new responsibilities or job roles. This might bring up financial concerns for them.

• Misunderstanding: employees might distrust the organization when communication is not direct and transparent. Managers should foster open, multi-directional communication to reduce any misunderstandings.

• Security: Employees may fear losing their jobs due to organizational change.

• Selective hearing: employees might not be aware of the benefits of change as they only hear and recognize the negative aspects.

On the other hand, organizational sources of resisting change include:

• Organizational politics: some employees may resist change if they are scared their power within the organization will diminish. Additionally, changes in who holds decision-making power can cause struggles in established power relationships.

• Structural issues: changes to established structural processes might cause an imbalance. This can slow down the adoption of change.

• Change-centric organization: while changing, the organization might spend too little time implementing it in all departments, teams, etc. This might prevent change.

• Group norms: Group dynamics and norms may discourage individuals from participating in change.

The good news is that organizations have various resources to overcome resistance to change. We will examine these in the following section.

Overcoming Resisting Change

There are eight standard approaches that organizations can take to overcome resistance to change (see Figure 1 below). They are as follows:

• Communication - The organization must communicate transparently in times of change. Employees and other stakeholders should be aware and fully informed about the types of change taking place. Without proper communication, employees may feel dismissed or undermined.

• Participation - When employees actively participate in the change, they are less likely to resist it. Through participation, employees may feel like they are contributing to the organization's goals and involved in organizational strategies.

• Facilitation - One of the methods to facilitate change processes involves implementing them fairly. The organization should stay transparent and apparent with the changes they are making. The organization should also explain how the change will benefit it in the long run.

• Adaptable teams - One of the options for managers is to select individuals and groups that are adaptable and likely to embrace the change. Some people might be more acceptant of change due to their personalities. These individuals or teams might also be able to lead the change within the organization.

• Support - Employees may feel neglected and thus exhibit low moods and negative emotions without support or guidance. Therefore, the organization needs to support employees and managers during times of change.

• Positive relationships - Having positive and reliable managers and organizational leaders is critical, especially when organizations are changing. Employees who feel they can communicate openly with their managers, voice their concerns, and receive constructive feedback and explanation may facilitate organizational change.

• Manipulation - This tactic may not be the most reputable; nevertheless, organizations may still decide to opt for manipulation. Manipulation may include offering employees rewards for accepting the change or making the change seem more favorable than it is.

• Coercion - The final method is coercion. Coercion can include threatening employees with job loss, transfer, or blocked promotion opportunities. This method is mainly used when other methods are not viable.

Resisting Change Strategies

Before we finish today's explanation, let's look at two key resisting change strategies: Kurt Lewin's and John Kotter's change models.

One of Kurt Lewin's popular change models is the three-step change model (see Figure 2 below). Lewin argued that for change to be implemented successfully in an organization, it needs to follow three steps:

1. Unfreezing - breaking the status quo.

2. Movement - implementing the change to reach organizational objectives.

3. Refreezing - establishing the change as permanent.

Lewin suggested that organizations operate in an equilibrium state, which is why they must break the status quo when implementing change. He also argued that there are forces driving change and restraining change. As a result, to create effective change within the organization, there must be more driving than restraining forces. If the number of forces is the same, meaning they are in equilibrium, no change will be made, which is why an organization has to disturb the equilibrium (unfreezing and movement) to promote change. However, it is essential to remember that companies will also encounter restraining forces as employees question the need for change.

Another change strategy to note is Kotter's eight-step plan for implementing change. He identified several issues managers make when implementing change regarding organizational culture, communication, urgency, etc. As a result, he proposed an eight-step plan for managers to avoid making these common mistakes. The eight steps are as follows:

1. Create a sense of urgency to inspire people to act in favor of the organization's future.

2. Create a coalition to lead the change.

3. Form a strategic vision and create initiatives that relate directly to that vision.

4. Inspire others to join and contribute to the overall goals.

5. Remove barriers to encourage action and risk-taking.

6. Recognize short-term wins to track progress and reward those who contribute.

7. Learn, modify, implement, and adjust strategies when needed.

8. Institute change by ensuring new behaviors, mindsets, etc., replace old habits.¹

Kotter and Schlesinger also developed a model for overcoming resistance to change. The model outlines six methods to manage resistance to change.² They are:

• Education,

• Participation,

• Facilitation,

• Negotiation,

• Manipulation, and

• Coercion.