Change Management - Key elements in reducing resistance to change

Key elements in reducing resistance to change

Managing change has always been difficult and will always be fraught with danger because it is so easy to introduce change the wrong way. So the logical question to ask is if there is a perfect way to introduce and manage change. The answer is no. There is no universal solution which applies to all change programmes. Organisations are different, the reasons for change are different, timescales and budgets are different.

Each change programme will have to be implemented on its own merits. But there are things we can do to reduce the level of resistance.

Ways to reduce resistance to change:

1. Be timely — Announce an impending change as quickly as possible – rumors start very quickly. Delivering bad news is one of the biggest challenges managers face
2. The need for change — Find lots of ways to demonstrate why the change is necessary. Change management require a compelling change story – communicating it to employees and following it up with ongoing communications and involvement
3. Involvement —  Involve interested parties in the planning of change by asking them for suggestions and incorporating their ideas. If people are involved in change and understand the reasons for it they become supportive of the whole idea and the change process. If people are given the opportunity to take responsibility and accountability for certain parts of a change programme their sense of ownership will make them even stronger advocates
4. Communication — Lots of it. Change is unsettling because it brings with it an element of uncertainty. And it is the uncertainty which is a major cause of resistance to change. People can relate to facts – good or bad – but uncertainty and contradicting messages breed unease and resistance. Therefore, it is important to communicate with everybody about everything in relation to the upcoming changes in order to reduce the uncertainty. Use any communication channels available and remember that it is impossible to over-communicate  change
5. The past – You should make statements that honor the work and contributions of those who brought such success to the organization in the past, because on a very human but seldom articulated level, your audience will feel asked to betray their former mentors – whether those people remain in the organization or not. A little good diplomacy at the outset can stave off a lot of resistance
6. Watch for staff reaction — Look for signals that something is not going well with the new change. Rather than trying to force a change, find out what staff doesn’t like about it. Work with their concerns or even rethink the proposed change
7. Control staff anxiety — Change means a new way of doing things and most people are fearful of the unfamiliar. Provide assurances that there will be support and time to become familiar with the new change. It takes a while for people to adjust
8. Use social media —  Social media platforms are ideal mechanisms to facilitate change because much of change management boils down to ongoing conversations and dialogue in a company. Business leaders should start asking how can social media platforms help achieve business objectives beyond marketing: shaping company culture, strengthening change management initiatives, improving execution of corporate strategy, facilitating corporate communication, and increasing employee engagement.
9. Storytelling — Story telling can be a powerful tool when you want to drive organizational change. Good leaders tell stories that “cast” them and their organizations as agents of change, rather than defenders of the status quo. As a leader, you cannot eliminate fear, abolish uncertainty or avoid the prospect of change for your company. But you can leverage these emotional navigational stakes to your greatest advantage by telling a purposeful story
10. Increase engagement by asking questions — Have you ever been “talked at” instead of had someone “talk with”? It doesn’t feel good to have someone talk at you. It leaves you feeling like you might as well not have been there at all. It is much more powerful asking questions. Increase engagement by asking questions when leading change
11. Creat small wins — Large change management problems are best broken down into smaller ones with concrete achievable goals. Otherwise it can be so overwhelming that solutions seem unattainable – therefore, people often avoid tackling them or come up with single, grand programs that fail. Don’t forget to pour champagne on it.
12. Training programs — Deliver training programs that develop skills that is needed to suppoert “the new way”
13. Don’t change for the sake of change — Continual change leads to resistance. Making a change for the purpose of shaking things up makes it more difficult to get acceptance of necessary changes. Save your energy for more important changes
14. Don’t be afraid to change your mind — Some changes don’t turn out as well as others. Why not say “forget it”. Nothing is gained by forcing staff to accept a change they know isn’t necessary.

Companies most likely to be successful in making change work to their advantage are the ones that no longer view change as a discrete event, but as a constant opportunity to evolve the business.