Resistance is an absolutely normal reaction to change. This is because change is always scary. A person does not know what consequences they will lead to, and it is impossible to calculate every step thoroughly.
Let's talk about resistance to change. What is behind this mysterious phrase?
Resistance detection
What is this? The concept says that resistance is actions aimed at delaying or stopping any innovations. We repeat that resistance is quite understandable and logically justified. What is at its base, we will talk below.
Why do people resist?
Let's now talk about why people tend to resist. What are the causes of resistance to change?
The basis is fear. People are afraid of future changes because they do not know what to expect from them. When something familiar collapses, it is always scary. And this is an adequate reaction of the psycheto what is happening.
The second point is infantilism. You can prove to society as much as you like that such and such changes will lead to a better life. But if the people themselves do not want to accept the new, preferring to go with the flow, then resistance to change is guaranteed.
There are three large groups of reasons why people actively resist something new. Let's take a look at each one.
Political reasons
When it comes to resistance to change in organizations, political reasons hardly fit here. Nevertheless, this group is called exactly like this:
- Growing conflict between adherents of the old and new order. This means that influential coalitions are losing their former power. And a threat looms over them. And who wants to lose influence? Hence the active resistance of the majority.
- The decision is made on the principle of "zero sum". Resources are very limited, and the leadership is forced to decide who will receive a large material "base" and who will have a minimal one. Calls begin for productivity to increase and costs and expenses to decrease. All this leads to resistance to change on the part of the collective.
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The accusation of the leaders. It is clear that the team needs to adapt to something new. And this is very difficult to do morally. And then people begin to blame the leaders for all mortal sins. As if the latter started a reconstruction to hide any flaws or patch up holes in the "plundered" budget. When a personis independently responsible for the problems that have arisen, it is very difficult for him to psychologically rebuild.
Technical reasons
What about the reasons for resistance to change in an industrial firm, for example? They, like in any other organization, are caused by three factors. We have reviewed one of them. Now let's talk about the second, called "technical".
These include:
- The habits of the team. Imagine that people have been solving this or that problem set before them in one way for quite a long time. And now they are being forced to quickly change this way, to look at the tasks set from a different angle. Of course, this will cause resistance to change.
- Fear of the future. We have already mentioned this. For example, when an enterprise is being computerized, and older employees have not seen these machines, they begin to resent, resisting the coming changes with all their might.
Cultural reasons
Let's talk about the causes of resistance to change, called "cultural".
The fact is that teams have their own values. They are already established and difficult to break. The second point is a look into the past. And the third - too dry climate (in the figurative sense of the word). However, let's talk about everything in order:
- Cultural filters. It sounds pretty nice, but there are a lot of "pitfalls". As mentioned above, every organization has its own culturalvalues. Both in the individual team and in the organization as a whole. They are the definition of how people perceive innovations. To put it bluntly, all members of the organization are divided into completely "hardheaded", that is, incapable of accepting innovations, and even more so, working in a different environment. And, accordingly, for those who are open to everything new, happy to learn and work in a changed environment.
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Looking back. "And it was better before …" - a favorite saying of the older generation. Better or not better - is not yet fully known. It's just that the methods used in the past are familiar. Therefore, it seems that they were better.
- The climate in the organization is not at all conducive to change. This is where active resistance to change begins - individual and organizational. That is, both individuals and the collective as a whole oppose. It is still possible to overcome the first. When there is united resistance, it is better to postpone change and focus on creating a better climate.
What to do?
We figured out what resistance to change is. Now let's talk about what leaders should do if such a phenomenon occurs in the team.
It is necessary to clearly identify a team that is able to accept changes. It's cruel, but it's impossible. The rest will have to say goodbye. The fact is that "hardheaded" delay innovations always. They don't like something, something scares them. Whatever changes are proposed, those who are not capable of accepting them will neversatisfied.
The second stage is a discussion with the team of issues that are affected by the changes. Before that, leaders study the cultural values of the team. And only after that they can understand what can be touched on and what is desirable to leave in the form that people are used to.
Under the guns of psychology
And now let's talk about the psychological aspects affecting the organizational and economic spheres. After all, they are the first to be affected by changes.
How to overcome resistance to change in an organization? Look at them through the prism of psychology.
There are three psychological components:
- Ready to innovate.
- Adaptation to new conditions.
- Activity.
It is hardly clear what lies behind these words. Now we will analyze each line in detail.
Ready to innovate
Resistance to change - how to overcome it? Before talking about it, you should understand the components that will help in overcoming. So, we are talking about readiness for innovation. They mean, first of all, motivation systems.
Let's say the changes are about to take effect. Do the employees of the organization have the motivation to accept them? What is the benefit to them from the "overshoots" of the leader? For example, older employees are offered to master the computer. And you need to do this during working hours or linger after. No co-payments.
Would they want to waste their free time or be torn between their job responsibilities and studying the "tin can"? Even without encouragement? Hardly. That is why it is necessary to carefully consider the incentive system that encourages the adoption of innovations.
Fitness
What about resistance to change and how to overcome it? Everything is quite simple if you calculate the possible consequences and prevent them. For example, it is very easy to predict the adaptability of the organization's employees to new conditions. Just answer the questions:
- Do people have enough knowledge to adapt to the new environment? Or will you have to spend time and certain material resources on training?
- Are the skills of the team consistent with the scheme that the management of the organization wants to implement?
- Do people have enough experience to make it easy for them to start working with innovations?
If these questions are answered positively, then overcoming resistance with a competent presentation of arguments and support of the team will not be difficult.
Activity
We talked about resistance to change. And its types can be different. And now the conversation will be about overcoming this resistance. The first two large groups of psychological components have been considered, the last one remains.
So what is activity? It refers to actions, deeds and activities aimed atcreating comfortable conditions for yourself and your colleagues. Of course, an individual worker thinks more about himself. How much does he like the new, is he ready to act in order to get comfortable as soon as possible.
Knowledge, ability to act and desires are different for everyone. And on the basis of this, the psychological types of people with whom you can work in the conditions of innovations are distinguished. But there is also a category of people who are unable to adapt to change.
Psychological types
We talked about the phenomenon of resistance to change, essence, types and forms. If there is resistance, then there must be a struggle with it. But with whom, how and is it worth it?
Why did we touch on the topic of psychological types of employees? Because with one of them you can "cook porridge." And you will have to say goodbye to others if the leadership of the organization does not want to regularly receive "spokes in the wheels." Moreover, both in an open form and with the help of the "knife in the back" method. People who cannot learn something new, do not want to accept innovations, are capable of such meanness that the leaders could not even dream of.
It was a "lyrical digression". Back to our personality types:
- "For reforms". These people are for any innovation. They actively contribute to the implementation of new reforms and are ready for an in-depth study of them. Such employees actively delve into innovations, crave change. And most importantly, they are able to work quickly and efficiently in a new environment. This type is the leader in the team.
- "Looks like it." These comrades will not organize reforms. They easily adapt to the new and delve into changes. But they do not want to act on their own.
- "I want to, but I don't know." Such employees can learn something new. In addition, they crave reforms with all their hearts. But to take on the reorganization is out of the question. And it's not laziness, such people know how to act. The fact is that they do not have sufficient skills and knowledge for these actions.
- "Through the teeth". heavy lifting people. They are opposed to something new. Although they easily delve into innovations, they work calmly in a changed environment. But they will babble, grumble, deny change with all their essence.
- "No sense." One should not expect much return from these comrades. They want change and even try to promote it. But rather slow-witted, which is why it is extremely difficult to adapt to innovations. To delve into innovations for such employees is a whole problem. They lack skills and intelligence.
- "My hut is on the edge." Very smart people, adapt to innovations quickly and easily. Possess the skills and knowledge necessary for reforms. But they will never act, take a wait-and-see attitude.
- "The Blind Ones". They don't know anything, they don't have the brains to help with the reorganization. But they will not argue, they go where they are directed. And if you help such employees, then there is no price for them. They always and in everything support the leaders, are devoted to the company andyou can't expect a trick from them.
- "Evil but silent." Reminds me of a backyard dog. She ran out, barked, and, tail between her legs, recklessly rushed around the saving corner. So are these employees. They are highly competent, but rather mean-spirited individuals. They do not want to act on principle, but they try to put spokes in the wheels. They pester you with whining and complaining about how bad things are going to be.
- "Passive opponents". These do not whine, they silently protest, without doing any harm. Such personalities also do not bring very many benefits. They do not know anything, they do not want to learn new things. With skill and experience, they are also tight. But at least they don't allow themselves to argue or whine.
- "Active Opponents". Worst employees ever. They know nothing, they have absolutely no skills. Learning is out of the question. People do not strive for development at all, everything suits them. In addition to the changes that are being started at the enterprise, of course. This is where the rebellion begins. These employees resist innovation with all their might.
Leader actions
What should management do when faced with resistance to change? First of all, you need to take a sober look at the team. And if there are individuals who create obstacles to innovations, but at the same time do not represent a value, then get rid of them. It’s easier to recruit new people and train them “for yourself” than to deal with those who do not understand anything about work,but is opposed to innovation.
The second point is the analysis of the situation. This is a "planning meeting" at which the remaining members of the team must be present. Sharp corners are discussed here, leaders convey to their subordinates the need for certain reforms. Be sure to explain why they are needed. Leaders should be prepared for the most unexpected questions. The main thing is to be able to correctly answer them. It becomes clear that superficial knowledge and inability to explain will not work here.
And the third point is the development of a motivation system. And preferably in monetary terms. This can be bonuses, salary increases for especially active employees, cash subsidies at the time of training. It is important that the team is motivated and willing to learn new things.
Conclusion
Told in the article has been applied in practice for more than one year. In many business trainings for managers, these schemes are presented and it is told that there is resistance to change, how a manager should work with him if he finds himself in such a situation. The schemes offered at the trainings have proven themselves, they are very effective.
When planning to carry out reforms in an organization, consider the climate in the team. We talked about this in the article, but I would like to focus on this detail. If the climate is not conducive to innovation, no amount of motivation and reward systems will help.
