Resistance to Change: A Naturally Occurring Phenomena

Initiating change creates resistance to that change.  The ubiquity of this action/reaction cycle means that all organizational development professionals should be prepared to manage resistance and work hard to turn intransigence into support (or at a minimum, acceptance of the change).  We should not view resistance negatively, even when it does not feel comfortable or safe to deal with.  Resistance is a natural response to change.

Why Do People Resist Change?

Research and practitioners’ experiences point to four reasons that people resist change:

• Our brains are hardwired to prefer the predictable
• The work that people do shapes their identities
• Employees perceive that their important needs may not be met
• Previous experiences with organizational change were associated with pain

How Can We Help People Manage Their Own Resistance?

Each of these four causes of resistance requires a slightly different approach.  However, universally, each approach must put helping the people affected the change at its center.

• Tap into Previous Positive Experiences – Since our minds prefer what is predictable, it is important to connect the change with prior, positive experiences.  One of the most powerful ways to do this is to link a current change to successful change that the organization has previous undergone.  Alternatively, demonstrate how this type of change has been successful at other organizations that employees admire.  Create stories and metaphors that emphasize successfully achieving change.  In addition, share (don’t hoard) information so that you create transparency about the change.  In general, it is the unknown that people fear.  Give advanced notice and specific details about how each individual will be affected by the change.  All these efforts make the change less alien and can make even a complex change seem incremental rather than dramatic.
• Engage Self-interest – Since we spend so much time at work, what we do at work for 8, 10, 12 hours a day shapes our identities.  As a result, no one (including you and me) wants to be told that their identities have to change. One of the most powerful forces shaping personal identity is self-interest.  Being able to assert our self-interest is a the heart of our autonomy.  By helping employees recognize “what’s in it for me” (WIIFM), you ensure that each individual can define how they may benefit from the change.  When combined with dissatisfaction at the status quo, these potential benefits can help people recognize a future where they should be better off.
• Resolve Objections – People also resist when they feel that a change is not taking into account their needs.  In order to resolve this resistance, find out about employees’ key needs.  Begin by acknowledging that their feelings and perspectives are important.  Next, ask questions to understand their concerns.  Most resistance is broadly stated but the need driving that resistance is probably much more narrow.  Probe in order to uncover this need.  After gathering information about the need, position a potential solution and ask for feedback from the employees to see who well your solution takes into account their need.  Based on their feedback, question again and adjust your solution accordingly.  Keep checking until you have adequately aligned with the need.
• Don’t Require Pain – Previous, poorly managed organizational changes leave scars on employees.  When this happens too often, organizations get internal reputations for creating, not change, but pain.  Soon, operant conditioning kicks in and employees come to assume that change = pain for them.  Naturally, they resist something that they perceive causes discomfort or might hurt them.  When working with an organization that has previously handled change poorly, it is essential that employees be invited to become actively involved in shaping the change.  While active employee participation should be at the center of any change effort, in the cases where employees equate change with pain, it is even more important. Participation creates buy-in as employees get a sense of control over the change.  This buy-in reduces resistance to the change.  Additionally, employee participation ensures that if and when pain emerges during the change, it is quickly identified and steps are taken to minimize its impact.

Bottom Line: We should anticipate that resistance will be part of any change process.  We serve our clients best when we get them to also accept that resistance is part of the change process, show them the causes of that resistance, and help them develop the strategies and skills to effectively manage that resistance in others and in themselves.