Understanding change readiness and managing resistance
Readiness for change A predisposition to welcome and embrace change
Where readiness is high, management may be able to implement change without too many problems, where readiness is low, preparatory work may be required tp increase readiness amongst those affected
In some organisations, change becomes the norm and it is embedded within the organisational culture
Many quality organisations embed values around continuous improvement, whereby employees routinely challenge the status quo and understand the need to improve efficiency continuously, such organisations value trust and transparency, which act as key enablers for the change process
In some organisations change is less routine, the communications climate may not be open but more closed and secretive, and trust and transparency may be lacking - such factors conspire to make the change process more difficult. Employees of such organisations may find it more difficult to understand the need for change or may be fearful of change outcomes
Resistance to change the desire not to pursue change
Not all employees embrace change in the same way, some refuse to accept or comply with management proposals for change
Resistance may be due to self-interest and protecting what they have, they may also understand the reasons behind the change or its nature and consequences
Low tolerance for change as we all vary in our ability to cope with change and uncertainty
Change challenges our habits, the status quo
As individuals we develop habits and routines to help cope with life complexity - these routines are pre-programmed behaviours and actions which make life easier or more familar
When change occurs we often respond with our old habits and these become a resistance to change
People want security and change threatens this as it creates uncertainty
The fear of the unknown is power and instinctive
Change elicits an emotion rather than a rational response in individuals; in the absence of a full understanding of the need for change or where is a lack of management trust, employees and other stakeholders are likely to fear adverse consequences
The change process in individuals is a psychological process - individuals can feel very strong emotions of bereavement and loss as work practices change and as the social component of work changes
It takes time for individuals to come to terms with life after the change process
If an organisation is to change, then the people within the organisation need to change too, all too often change appears to be something that is done to people which can result in real stress and reduced performance
One solution is to separate the organisational change path from the individual change path
The organisational path relates to systems, processes and behaviours that need to be change. The individual change path focuses on the people involved in the change and the requirement for them to let go of the past, along with their rituals and routines that are to be changed
May involve unlearning old processes, changing jobs, teams and colleagues and redefining of the psychological contract which is the unwritten agreement that sets out what management expects from an employee and vice cersa
Without successfully managing people through the chnage, the change itself will never be successful
There is no point implementing a new IT system if people do not use it nor will a change in organisational culture occur if employees' ways of thinking and norms remain unchanged
The change curve depicts the psychological processes individuals go through as they experience change. Leaders and managers need to manage change appropriately at each stage to do this they nee d to recognise the stage that individuals have reached which may vary from employee to employee
When the need for change arises, people initially undergo shock which results in a reduction in self confidence as they consider the change and the need to work differently
Resistance to change can take a number of different routes, it can be overt or it can be implied, it can be immediate or deferred, most obvious and easiest to deal with is both overt and immediate - in this scenario the change process is met with an immediate response such as representation to management, such resistance can be met with negotiation or involvement
Stage one of the change curve being denial where they may have a tendency to blame others such as those they see as being responsible for creating the circumstances which have triggered the change - they will also seek to minimise the impact of change on themselves and try to convince themselves that little change is required - they may also become self-critical, believing they cannot change. When people become stuck in this stage, they are reacting to the change, not adapting to it and no progression can be made and managers need to help employees through this stage as sensitively and swiftly as possible, they need to ensure they communicate, providing enough info to reduce uncertainty but not overwhelm them. Managers also need to listen to employees, allowing them to express their concerns creating an open climate for further stages and helps in building trusts - communications also reinforce the reality of the change
Stage two of the change curve is reached once employees face up to the reality of the change, at this stage employees may experience fear and anger, some fears may be valid such as job losses following a take over, other fears of retrenchment may be unfounded. Employees may fear they will not be able to learn new skills needed or adapt to change within a culture. They may be angry if the change involves retrenchments will result in more work for those reamining and feel aggrieved for colleagues losing this jobs. Employees Resist the change, either actively or passively resulting in disruption. They may openly vent their anger or try to sabotage the change is less visibele ways, managers need to understand the reasons for resistance and can be mitigated. Managements need to continue to communicate with employees with empathy both to support them through this stage and to understand any barriers that may exist to an employee moving forward, where employees feel doubt or confusion, managers need to provide direction and minimise problems
Stage three results from the awareness that they involved in change and acceptance that previous working practices or skill may no longer be appropriate, at this stage people stop focusing on what they have lost and accept the changes, they begin testing and exploring what the changes mean and how they must adapt, managers need to be cautious at this stage of people sliding back into doubt as the recognition that new skills and competencies need to be developed leads to a feeling of role inadequacy and loss of confidence - acceptance of the need to move on and abandon old ways f working follows and with time, mentoring or training the individual may start to understand their new role and gradually increase confidence, once people accept and embrace the change they begin to engage in problem solving and developing solutions to rebuild their ways of working - managers can encourage this y involving employees in workshops or other forums to generate ideas, only when people get to this stage can the organisation reap the benefits of change
In stage four, the employee is committed to the change and has gained an understanding of how things work and develops a level of expertise, leading to increased confidence and performance
Implied resistance can be very damaging because it is hidden from managers and can go unnoticed and unresolved - this resistance can lead to loss of loyalty and motivation, leading to increased abseentism, mistakes and poor performance
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