Organisational Change
by Damien Clarke
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10 Reasons Why Staff Resist Change
The old cliché says, “the only constant in life is change.”
Why, then, are human beings so naturally fearful of and
resistant to change? Given the fast-paced, technology-based
world in which we operate, one would think that employees would
be accustomed to accepting and adjusting to changes. More
common than not, the opposite is true. For many people, their
job is a significant source of structure in their life. Any
thoughts or activities that stray from the comfort of this
structure can be threatening and provoke insecurity.
There are many different factors that contribute to staff
resistance when it comes to organisational change. One or more
of these factors can be present in the consciousness or
attitude of each individual employee. Being familiar with these
factors can help organisational leaders manage and overcome
opposition to necessary change.
1. Lack of Awareness
Staff members at various levels may not necessarily be aware of
the underlying business need for change. Whether attempts have
been made at communicating this to staff or not, it must be
considered and dealt with. Another variation on this theme is
that even staff members that do understand the underlying need
for change may not necessarily be in agreement or be in line
with the overall goals of the organisation.
2. Fear of the Unknown
Humans are prone to fear of the unknown. As mentioned above,
many people view their job as an important source of stability
in their life. At the very least, employees depend on their
regular paycheque to take care of basic financial needs. Not
knowing what situations can arise from organisational change
can be scary. Employees can be afraid of what may happen,
especially in cases of change where layoffs or reduction in
workforce may be necessary.
3. Personal Predisposition
This is a highly personal factor and can only be analyzed on an
individual basis. A person’s predisposition to change is based
on several factors having to do with the life experiences that
have helped to shape him or her. For example, the way change
and uncertainty were handled when that person was a child can
have a small or huge effect on how the same person perceives
and reacts to impending change as an adult. People with a
strong predisposition to resisting and fighting change can have
an impact on the next main reason that staff rejects doing
things differently.
4. Peer Pressure
Some employees are known pushovers that often take on the
plights of one another even if they are not directly affected.
In some cases, these types of employees will buy into others’
apprehension toward change without even necessarily
understanding it.
5. History
Long-standing staff members have
long-standing memories. They can exhibit negative feelings and
attitudes based on simple misunderstandings, miscommunications,
and conflict. The worst thing about this reason for staff
denial of change within organisations is that some of the
deep-seated history involved may have happened long before the
current leadership took the reins.
6. Comfort Zones
Employees may be creatures of habit, knowing very well how to
do what they do. Introducing change can raise questions about
whether the employee’s existing skills and experiences will be
adequate to support and thrive in the new environment. This
insecurity of whether one’s skills will be enough to ensure
success during and after change can contribute to resistance.
In addition to the skills factor, individuals may be
comfortable with the current state of things. The status quo
may be providing a sense of accomplishment and fulfillment that
staff members are just not ready to relinquish.
7. More May Be Less
Depending on what the organisational change entails, some
employees are likely to suspect that they will be required to
do more with less, or to perform more work for a smaller amount
of pay. While this is not likely to be the case, it is
important to evaluate this factor honestly and to address it in
communications about change.
8. Trust Issues
This contributing factor of staff resistance to change is
related to the corporate culture at the organisation. Managers
who do not trust their employees are creating a climate of
mistrust that is bound to be reciprocated. If employees do not
trust the leadership at the organisation, they are likely to be
skeptical of any proposed changes.
9. Loss of Control
Even great employees may resist organisational change.
Competent staff members who are good at what they do and feel
they have a handle on everything related to their job may feel
threatened by the perceived loss of control that change can
bring about. Employees can feel confused and powerless by being
asked to change the way they think or operate.
10. Fear of Failure
If staff members are happy with what they do and with the
results they currently achieve, it may make the status quo too
attractive to give up. Fear that they will not be able to
attain the same level of success under new circumstances is
another reason employees are skeptical of change.
These are only a few of the reasons why staff members in your
organisation may resist change. It is evident that a common
underlying theme among these reasons is fear. Fear can
originate from a myriad of motivations and take on just as many
variations. Realising that open communication and understanding
will lay the foundation for overcoming fear is the first step
in doing so. The type of communication that will help you
understand why your staff specifically is giving change the
cold shoulder is listening. Making your employees feel
comfortable to voice honest opinions and doubts will give you
insights into their motivations (or lack thereof). This is the
best way of finding out which reasons are standing in your
organisation’s path to widely supported change.
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