Hi All,
We will discuss why people resist change and what we can do to navigate the process better.
To note, the below points are based on the work of Harvard Business School professor Rosabeth Kanter who is also the author of the book ‘Think Outside the Building: How Advanced Leaders Can Change the World One Smart Innovation at a Time’. While her work mainly focuses on leadership, I do believe that the tips are beneficial for everyone as 1) they foster understanding, 2) they can also be applied outside of a work context, and 3) who isn’t a leader today, might be one tomorrow.
Enjoy!
10 Reasons People Resist Change
Leadership often means leading through change. Reluctancy to it can manifest itself in inertia, petty sabotage, or outright rebellion. The better we understand why people may respond with resistance, the easier we can navigate the situation.
1. Loss of control
Change driven from the outside may interfere with the autonomy of a person and can make them feel that they’ve lost control over their territory. Our sense of self-determination can be easily threatened by change implemented by someone else.
⇒ Tip: Leave room for people to make choices, include people into planning, and give them ownership.
2. Excess uncertainty
Certainty = safety; uncertainty = potential threat. If people don’t know what is happening and change feels like walking off a cliff blindfolded, people are likely to refuse.
⇒ Tip: Leaders should create certainty of processes, with clear, simple steps, and timetables.
3. Everything seems different
Changes are meant to bring something different, but how different?
⇒ Tip: When implementing change, it is important to minimise the number of unrelated differences introduced by a central change. Wherever possible, keep things familiar.
4. Loss of face
If change is required (e.g., a new process) and the update is implemented by people other than the ones who previously worked hard to get the current (now old) process in place, they might be reluctant. Is their approach or strategic direction wrong? Have they failed?
⇒ Tip: Leaders can help people maintain dignity by celebrating the elements of the past which have worked well and are worth honouring. If the change is driven because the world (i.e., environment) has changed and not because their version has failed, it makes it easier to move on.
5. Surprise!
Sudden changes without time to get used to the idea or prepare for consequences, are generally resisted.
⇒ Tip: Instead of crafting changes in secret and announcing them all at once, Kantar suggests to ‘plant seeds’ and seek input where appropriate.
6. Concerns about competence
The central question is: Can I do it?
⇒ Tip: Provide abundance of information, training, mentors and support systems. Also, a period of overlap (e.g., running the old and new system simultaneously) can help ease the transition.
7. More work
Going through a period of change often means more work e.g., extra training or trial and error in the process. Unanticipated glitches can be expected and Kantar stresses that “everything can look like a failure in the middle.”
⇒ Tip: Acknowledge the hard work and reward the people involved (e.g., through extra perks).
8. Ripple effects
Implemented changes may reach distant spots in “ever-widening circles” and affect people in other departments, who might push back against changes they had nothing to do with initially.
⇒ Tip: Consider all affected parties, however distant, and work with them to minimise disruptions.
9. Past resentments
If there has been conflict in the past which wasn’t resolved, people might get on fine on a day-to-day basis. However, if someone is then asked for a favour from someone involved in said conflict, they might be resistant and old resentments (‘ghosts of the past’) potentially resurface.
⇒ Tip: Kanter stresses that leaders should consider gestures to heal the past before moving into the future.
10. Sometimes threat is real
For example, if new technologies are implemented which eventually cause redundancies – it can hurt.
⇒ Tip: Leaders should be honest, transparent, and fair. For example, one big layoff with strong transition assistance is better than successive waves of cuts.
In Summary
Although leaders cannot always make people feel comfortable with change, they can minimise discomfort. Understanding where resistance is coming from is the first step in creating solutions. Also, asking for and listening to feedback will help improve the process in the future.
What are your experiences with change? If you have any questions or thoughts you’d like to share, you can find me on Instagram @neuroscience.musings
Also, if you would like to support my work, here’s a way: Ko-fi.com/neurosciencemusings. If you choose to do so: Thank you!!
Have a great day/night!
Best regards,
Sarah
