Tag: resistance to change

Dealing with any kind of change can bring out an emotional response in people – and when we get emotional, things get personal.

In this podcast, Rob and Paul discuss why some people take organisational change personally, and how thinking of ‘ice’ – Information, Choice and Engagement – will help managers thaw any frosty relationships with their people.

An emotional response to change is natural. It usually starts with shock and uncertainty before moving on to denial and feeling threatened. We only see the bad things and what’s being taken away from us.

These feelings can grow into resistance if left unaddressed and if we don’t feel that we have a choice in the process of change. If people feel they have no idea what’s going on, that uncertainty can very easily turn to an introspective feeling of unfairness, helplessness, despondency and loss of control. This often leads to people being negative, resisting change and sabotaging the process.

As a manager, it’s vital to lead your people successfully through change. Thinking of ‘ICE’ could help: Information, Choice and Engagement. Giving people information in answer to their questions about change will help to ease their uncertainty. But, because people who are feeling emotional won’t immediately process the information they’re given, it needs to be provided consistently and repetitively. Also think about who provides the information, whether that’s you as a manager or someone else.

Move as much choice back to your people, to give them control over details that affect them. For a start, give them a choice about whether they even want to be involved and, if so, to what degree.

Engage people as they go on the journey of change. There are thousands of things, from small details to larger activities, that need to happen for organisational change to take place, so engage people in what’s relevant and meaningful to them.

Change in the workplace can take people out of their comfort zone and make them feel uncertain, powerless and, even, angry.

In this podcast, Rob and Ricky discuss why people look for evidence that supports their perception that change is difficult and undesirable. They also offer suggestions about how leaders and managers can help their teams to navigate and embrace change.

Resistance to change is a natural reaction in most of us. We like doing things the way we’ve always done them, and we don’t like having to learn something new or do something in a different way. It makes us feel like we’re not in control.

So when change is foisted upon us, we look for evidence that supports our deep-held belief that things were fine the way they were. We don’t like being made to accept someone else’s point of view and we want everyone to conform to our perception of the world. It’s classic ‘comfort blanket’ behaviour!

Change in the workplace is often viewed by employees as inconvenient and detrimental to their ability to carry out their job effectively. They’ve made that assumption and they go looking for proof to back it up.

Managers can address these concerns by helping their staff to see change as an opportunity. They can ask people to look for evidence by all means – but evidence that supports the positive outcomes of change. Explaining the reasons why things have changed can also be very effective: perhaps it has helped eradicate a problem, streamlined a system or opened up new opportunities. Usually change is about progress. Give people the answers they need. Explain how change might help them to do their job more effectively or simply. Show them the bigger picture.

By turning a problem-orientated mindset into a positive one, we can understand that change may mean different, but it doesn’t have to mean difficult or bad.

Why do some people take organisational change personally?

Why do people go looking for evidence that supports their point of view?