People and change… Well, we all know the story. Most of us do not like it at all. We are happy with what we are familiar and comfortable with. And when forced to make changes, we resist it in many different ways at all cost.
This kind of attitude can be very detrimental to the growth of organisations in a world where everything is changing so rapidly.
George Bernard Shaw said, “Progress is impossible without change and those who cannot change their minds cannot change anything.”
The question is, why do we resist change in the first place if it is needed for progress?
Let’s be honest, when you have become so comfortable with living a certain way or doing things in a particular manner, you will have very little incentive to change. Any attempt to disrupt that way of life will be met with resistance. This is the natural disposition of most people.
We are happy with a life of predictability and stability in both our personal and professional lives. We do our very best to avoid situations that throw our routine out of order, threatens our self-interests, creates uncertainty or introduces risks. Our human inclination is to question anything that disturbs what we know.
It is a human thing. Resistance is therefore a normal reaction when change is introduced.
Organisational change must always take into consideration this human element whenever changes are being introduced. Business change managers should anticipate objections, even in its subtle nuances and incorporate them in their change management plans.
It is important to note that resistance to organisational change is not always irrational. Staff members may harbour genuine fears or suspicions of job losses when major changes are announced in the company.
Any process changes, technological or systems overhaul, cost cutting measures and so on may present a threat to some employees as an attempt to get rid of them or reduce their involvement in the organisation. Most often than not, unhappy or disgruntled employees will do whatever it takes to frustrate the process. Unfortunately, many change initiatives have stalled as a result.
READ ALSO: Shifting Your Professional Workspace – Essentials for post-lockdown
The skills and experience of business change managers is essential in situations like this. The ability to develop an effective communication strategy from the start is critical in managing employees’ reaction to any proposed change.
Answering the questions what, why, how, when, who and what in the strategy will help to address many of the legitimate concerns of employees.
This is because change for the sake change will be no good change. The change must make sense to all involved and they must buy into it. It is should be all about the people. It is a prerequisite for success
When people are better prepared for change, half of the job is done!