If an organization decides to introduce certain changes in its existing system then there are only a few people who welcome its decision. The rest of the people resist the idea of implementing a change. Resistance may also come from structural elements of the organization. The management views resistance as an obstacle in the development of the organization but there is also one advantage of it.
For example, if the employees of the organization do not agree to implement the change then the management can organize a meeting where the reasons for resistance can be discussed. The discussion may highlight the areas overlooked by the management while designing a change plan. This will help in making improvements in a change plan. An improved change plan can convince employees to cooperate with the management gears TV. Thus, resistance sometimes helps in uncovering the hidden issues and making an effective change plan.
Resistance may be immediate, explicit, deferred or implicit. Explicit resistance and immediate resistance are easy to handle as these occur after a change has been introduced in the organization system. The management can make necessary changes in a plan to get the support and cooperation of the employees. Dealing with other resistances (implicit and deferred resistances) becomes difficult as the management may not be able to get a slight idea that some of the employees resist the idea of change.
Implicit and deferred resistances are not expressed openly. The outcome of these resistances can come out in the form of absenteeism, poor performance, and a decrease in quality of work. Employees may become demotivated and lose interest in their work. If the management fails to identify these resistances and continue implementing further changes in the organization system then the result of all this activity can take an ugly form.
Therefore, management should keep in mind that it has to face resistance from the employees whenever it decides to implement a change program. The best way of dealing with this resistance is to get feedback from the employees regarding the change program.
Sources of resistance
An organization can face resistance from both the individual sources and the organizational sources. Habit, economic factors, security, fear of the unknown, social factors and selective information processing are some of the factors responsible for individual resistance. The factors responsible for organizational resistance include the limited focus of change, group inertia, and structural inertia, threat to established resource allocations, threat to established power relationships and threat to expertise.
Ways of overcoming resistance to change
Encouraging employees to participate in the change program
The management should encourage the representatives of the employees to take part in the change program. This will help the employees to understand the reasons for introducing a change in the existing organization system better. They will come to know about the benefits of implementing the change program. As participants, the employees can highlight the areas that were not noticed earlier by the management. This will help in designing an effective change plan. Employees will agree to give their full cooperation to the management.
Educating employees and improving communication with them
A lack of proper communication can be one of the reasons for employees’ resistance to change. Therefore, the management must maintain interaction with the employees and inform them about the developments going on in the change program. The employees should be educated regarding the benefits they are going to receive if the change program is successfully implemented. The management should not try to hide any information from them. All the doubts and misunderstandings of the employees should be cleared. This will help in building a relationship of trust between the management and the employees. The employees will give their full cooperation to the management.
Facilitation and support
The management should organize a training program for the employees to train them in new skills that they will need to learn after the implementation of the change program. The management should hire change agents to help the employees to overcome their anxieties and fears. The employees should be given enough time to cope with the changes.
Sometimes, resistance is shown by those employees who have the potential to influence the decision of others. These people can create problems in the implementation of the change program. Therefore, change agents should try to negotiate with such employees by paying them an attractive package. But the management should take care that employees do not take undue advantage of this benefit.
Manipulation and cooptation
In manipulation, change agents pass wrong information to the employees so that they do not resist the change. In cooptation, leaders among the employees who are showing resistance are asked to play an important role in the change program, Pubg Pc Download. This is done only to shift their focus and not because the management seriously considers their opinion.
In coercion, management uses force or threats to reduce the resistance of the employees. Employees who do not cooperate in the successful implementation of the change program are deprived of some incentives, transferred or demoted. This technique destroys the relationship between employees and management.
Lewin’s three-step model
According to this model, the organization should use three steps- unfreeze, the movement to a new state and refreeze to implement a change.
In this step, employees should be educated about the factors responsible for making a change program. Some people are satisfied with the existing organization system and do not favor the idea of implementing a change program. The management should make them aware of the benefits which they are going to derive if the change program is successfully implemented. This will motivate them to accept the change willingly.
The movement to a new state
After convincing the employees to accept the change, management should replace the old methods with the new ones. In this stage, the change is implemented.
After the successful implementation of the change program, employees should work according to the new requirements and should not revert to their old ways of working. This step involves the continuous reinforcement of new methods and techniques to sustain change.