The oldest and strongest emotion of mankindis fear, and the oldest and strongest kind of fear is fear of the unknown (H.P.Lovecraft, 1920). The Fear of Uncertainty is what mankind is most afraid of,moreover, it is been used as a defence mechanism to safeguard themselves fromwhat is coming next thus prefers to stay in the comfort zone. If given chance,employees at the workplace would never want to embrace a change as it meansgetting out of the place where they feel most at home and doing something theyhave never done before. In most cases, employee resistance to change is due tothe harsh management of change.”People don’t resist change. Theyresist being changed!”(Peter Senge).
The resistance of employees hindersthe growth of the organization and the whole plight becomes when we do a jobfor years with a particular attitude and approach we believe we are doing it inthe best way possible. When suddenly things get changed and we are expected tofollow a new approach to conduct similar work and reject the prior method andapproach we might feel dejected and judged. Which gets upsetting for employeesas their performance is being examined?Irrespective of the change is planned orforced upon on the employees, the implementation of the change or the superiormust learn to adapt to remain viable.
Those who successfully get employees inthe alteration not only benefit in the short-term but in the long-term, aswell, for as the authors of “Management: Meeting and Exceeding CustomerExpectations” point out, the need for the transformation is constant asorganizations evolve and age. Overcoming member of the workforce resistance tochange, then, is a management ability needed for both everyday operations andfor times of crisis. Even though employees realize the modification is the needof the hour rather than the usual norm, employees often resist it and thestatus quo becomes disrupted. The main reasons as why employees resistchange are loss of the job or status in an organization, surprise and anxiety ofunknown, peer pressure, mistrust, organizational politics, horror of failure,lack of tact, poor timing, not reinforcing reward system, not being consulted,poor communication, change of routines, exhaustion or saturation, change in thestatus quo, which most of the time becomes, personal motive for an employee toresist a change in an organization which in result affects the management of the organization inimplementing a change for the betterment and non-stagnation of the company.
As(Samuel Bacharach) says over the period of time employees tend to become morecomfortable with what they already know as they have mastered the knowledge forthat particular sector become comfortable with the knowledge they possess, theskill set they have mastered, and the nuances of their jobs. This is whatdemonstrates them a sense of competency. Change jeopardizes this safety.Attempting with your team’s mission,culture, or work processes always means that you are altering whole sections ofpeople’s work activities. Though some people prosper on a new set ofchallenges, others flinch and feel vulnerable. Change, for them, means learningnew skills and giving up the they’re great at. Change may challenge their competency.As a leader of the organization, one has toaddress this concern head-on.
Offer your team members strategies to deal withnew expectations. A clearly defined set of rules of the new tasks, combinedwith a practical adjustment period, acknowledges individuals to relax andaccept change with less reluctance.By resisting to embrace change whatemployees don’t realize is the negative effects that hampers companies growthwhich are lower work motivation at the workplace, less efficiency, commotionswith outburst, which may also spread negativity among other staff membersencouraging them to act in a similar manner, which can, in turn, end up causinggreater unrest among staffers.
The key to bringing in a change in anorganization is persuasive communication and change management.”Resistance to the organized mass can be effected only by the man who isas well organized in his individuality as the mass itself”(Carl Jung)There are many ways in which management is affected by resistance from the employees,most of the time management are in a fix as how to contribute to the changethey want to see in the organization as they are fearful as how will theiremployees react to it, most of the time the changes are so frequent to keep upwith the competition that it becomes difficult for the employees to match upthe pace so it is imperative for the management to make their employees equallyinvolved. Being an innovation maker in the organization shouldn’t indicateworkers losing the confidence in the administration according to Skip Reardonon the website Six Disciplines. Part of the reason, Reardon suggests, is thatmany employees do not believe the management handles difference effectively.The lack of confidence in the management could be because of the poor communicationand bad implementation which affects the overall progress of the company. As achange maker of the company, a manager should be aware of its audience that isincorporating an insight of how a particular group of people might involve thechange.
Employees can be bifurcated into two groups, one who undergoes thechange positively and second who tries to run away from it and try to convinceother staff of the company to go against it. More attention should be given tothe group two employees. According to Kotter 8 step change management model,which can be used by project team leaders to bring about the essentialalteration in the execution? Creating and communication vision are veryimportant. It is essential to keep the member of staff motivated towards theorganizational goal and realize the constant change is the path to success. Atthe same time it is the duty of the management to develop a vision for theiremployees which is more than just a piece of the document and it is inevitablya two way communication which is being explained in the simplest form withoutany jargons Manytimes the change is just being said but not been showcased, sometimes employeeslearn from their employers that is where demonstration plays a key role. (AnneMulcahy) says Employees who believe that management is concerned about them asan able-bodied person – not just an employee – are more productive, moresatisfied, more fulfilled. Satisfied employees indicate satisfied customers,which leads to profitability.” Another one of the Kotter 8 step change management is the empowerment ofthe employees which mentions about identifying change resistors, the primarymotive is to identify and counsel them to readily believe the difference in away which makes the execution smooth and as more employees are ready for thechange more smooth the operation of the management becomes.
Most commonincentive for employees to change is rewarding the change implementers whoreadily undergo the change and are ready to face the change head-on. Anothereffective way to implement change is the discussion where the employer andemployees can analyse the change that the management is trying to bring inwhile brainstorming maybe the physiological barrier is broken and employeesperceive it that maybe the new way is an adequate method to operate rather thanthe traditional method. However, the limitation with Kotter 8 step changemanagement is that the steps involved in the model cannot be skipped and onehas to go through the whole process which is time taking.
In many steps of thestep model, it doesn’t take the employee engagement into considerationThe change theory of Nursing was developedby Kurt Lewin who is considered the father of the social psychology. One of themost influential theories He theorized a three-stage model of change known asan unfreezing-change-refreeze model that requires prior learning to be rejectedand replaced. As per Kurt Lewin’s 3 step change model Unfreezing, changing andrefreezing are the simplistic way to change management. Unfreezing is theinitial stage of the model where it is the basic tendency of the humankind toresist any kind of change so this stage involves getting employees educatedabout the transformation that the company wants to implement. In the second stepof the changing is the step where actual change happens and the modificationbecomes real. The most crucial step of a model is refreezing where it isespecially important to ensure that people do not revert back to their old wayof thinking and operating. Going one step forward and two backwards becomescommon scheme in an organization where is change is the only constant andmanagement anticipates future change rather than refreezing the alreadyimplemented change.
However, in the today’s time, the project management stillargues if it stills validly in today’s time. As suggested by (Ritchie),constant change notwithstanding, refreezing holds firmly its importance becausewithout it individuals would “get caught in a transition trap where theyaren’t sure how things should be done”; consequently, people will beunable to perform at appreciable standards and let alone at their bestcapacity. Another limitation of the theory is that it neglects two main aspectswhich are office power and politics and ignores the transformationalinnovations.Talking about Organizational change, InGareth R. Jones and Jennifer M. George’s book, Contemporary Management, anorganizational transition is defined as “the movement of an organizationaway from its present state and toward some desired future state to increaseits efficiency and effectiveness.
“During the organizational change, projectmanager’s needs to balance between the improvisation of the current situationand the unforeseen events which can’t be predicted. Another theory by (KurtLewin) developing a theory of organizational change called the force-fieldtheory. George and Jones describe the force-field theory as follows: a”wide variety of forces arise from the way an organization governs, fromits structure, culture and control systems that make it resistant to change.Meanwhile, two sets of forces are invariably in disapproval in an organization.
“For an organization to change, managers must find methods to grow the strengthfor change, lessen the resistance of change, or do both at the same time.more than anything else it is the attitudeand the pragmatic approach of the employees which transform the management.Ready Employees to learn and grow every day are able to implement it in abetter way than their peers. Having more employees in the company who are readyto grow with the company creates a positive atmosphere where change becomes anew method to function rather than the old way of thinking. As (Torben Rick)mentions management need to able to tell a compelling story and asks not toimpose change. As a successful manager, one needs to able to motivate theemployees in a way where they feel the urgency of a problem and they feel theneed to change internally to alter the current situation. Thus, it becomesimportant how the story is being told to the employees to make them understandthe gravity of the situation and one shouldn’t neglect the part wherestorytelling becomes an important tool for the functioning of management.”Never doubt that a small group ofthoughtful, anxious citizens can change the world.
Indeed, it is the only thingthat ever has.” (Margaret Mead) Contrary to what many leaders anticipateresistance to change may be a splendid thing, while a good idea which needs tobe implemented and in a resistance-free environment it will be implemented withmuch of ease so if there is less resistance a bad idea will also be implementedeasily which might not achieve the results in our favour, that’s where memberof the workforce resistance pays off which obstructs the implementation of anerroneous idea and does not nominate an employee a robot which just takesorders from their superiors and doesn’t question. Resistance amongst one groupof employees can grasp more noble ideas than the management which is probablybest suited for that particular situation as employees working in thatparticular sector will be more experienced when a crisis situationoccurs.” (Margaret Mead) Contrary to what many leaders think resistance tochange may be a good thing, while a good idea which needs to be implemented andin a resistance-free environment it will be implemented with much of ease so ifthere is less resistance a bad idea will also be implemented easily which mightnot get the results in our favour, that’s where employee resistance pays offwhich obstructs the implementation of a bad idea and does not make an employeea robot which just takes orders from their superiors and doesn’t question.Employees might be actually rational in their objection and point out thingswhich their management may have failed to anticipate. It is also a goodopportunity to listen to what the employees have to say, and management canactually listen, involve the employees and gather feedback to come with themore refined plan.
Management should also not forget to address as to how thischange is necessary and better than the prior method of the operation.Additionally, it gives a constructive idea to the management to as how the newplan of change will impact the employees and the future prospects of theproject. A project cant is successful unless the employees are ready to workwith a liberal mind on it. Much time management in order to change thingsfrequently doesn’t account the stability of the plan.
If there is too muchresistance amongst employees regarding a particular aspect of the suggestedchange then the manager should try to execute the plans, the old and the newplans together. Unless the stability of the new plan is proved, the old planshouldn’t be completely dismissed. Resistance, apart from the being naturaltendency from the human brain it also means that employees do actually care aswhat the management is trying to implement in an organization and able to voicetheir opinion is a good sign of company culture. Culture does not changebecause we desire to transform it. Culture changes when the organization istransformed; the culture demonstrates the realities of people working inpartnership every day.” (Frances Hesselbein) Listening to, and addressingthe issues raised by people who resist more than other people can constitutethem greatest negotiators and advocates who can actually take the initiative todo something out of the box and lead the way for success. These are theemployees who can be prominent achievers in their field and genuinely believein pursuing as what they deem is the most accurate suitable method for theorganization, though it can be troublesome to deal with employees like thesechances are it may work out for the benefit for the organization thanotherwise.
In cases like these, it is critical for managers to know thoroughknowledge of the change that they are trying to bring so as when soughtjustification and explanation they are competent to contribute it in order tofully satisfy the curious and initiative executing employees. Additionally, themanagement should appreciate and be thankful for employees like these. Intoday’s time what management should try is to change the mind-set of theorganization in where the resistors are labelled as ‘rebels’ or ‘troublemakers’or any other negative word instead they should be highly appreciated for theirinvolvement with the management and should be rewarded for the same. Theyshould be appreciated for not following the herd mentality.
This will set an examplefor other employees to engage in a healthy discussion with the operation forthe more beneficial results of organizational goals. Never try to change one.Try, instead, to work with what you’ve got.” (Peter F. Drucker ) Amanagement shouldn’t fail to neglect the risk associated with the change as howbig the change will be and who all will be impacted by the transition.
Ifchange actually happens, does the organization have enough resources toactually implement it? Half researched and implemented changes are worse thannot changing at all. Thus, it becomes crucial for the management to conveytheir changes from top to bottom and should encourage employee engagement.Effective change management is also an art.Change has an unsavoury reputation in our society. But it isn’t all bad not byany means.
In fact, change is necessary for life – To keep us moving … to keepus growing to keep us interested Imagine life without change. It would bestatic, boring, dull – (Dr Dennis O’Grady)The organisational change also affects theworkers not only in the workplace but at the individual level too. Manyemployees have excessive stress at work when there is organizational change.According to Connecticut business and industry Association Workers experiencingrecent or current revolution were more than twice as likely to report chronicwork stress compared with white-collar worker who reported no recent, currentor anticipated change (55% vs. 22%), and more than four times as likely toreport experiencing physical health symptoms at work (34% vs.
8%). The surveyfindings also show how workplace changes may affect workmen’s attitudes andexperiences on the job. Workers who reported being affected by organizationalchange currently or within the bygone year reported lower levels of jobsatisfaction compared with employees who reported no recent, current oranticipated changes (71% vs.
81%). Only four in 10 employees (43%) hadconfidence that changes would have the desired effects, and almost three in 10doubted that changes would work as intended and accomplish their goals (28%each).”Change is inevitable inorganizations, and when it happens, leadership often underestimates the impactthose changes have on employees,” says (David W. Ballard), he further addsIf they damage their relationship with employees, ratchet up stress levels, andcreate a climate of negativity and cynicism in the process, managers can windup undermining the very modification of efforts they’re trying to promote.Thus, it helps to retain employees who accept change The LISREL resultsindicate that employee acceptance of organizational change is increased byorganizational commitment, a harmonious industrial relations (IR) climate,education, job motivation, job satisfaction, job security and positiveaffectivity, and is decreased by union membership, role conflict, tenure andenvironmental opportunity. (Roderick. D Iverson ) Say Organizational commitmentwas found to act as both a determinant and mediator in the change process.Implications for the management of organizational change using human resource(HR) strategies and policies are discussed where it becomes easier for theemployees to accept and embrace change.
Therefore employee attitude matters themost as (Myungweon choice) says Organizations are increasingly required tocultivate their ability to enhance employees’ support or acceptance for changeinitiatives. In studies that have examined the conditions in which employeessupport the organizational change, researchers have focused on variousattitudinal constructs that represent them’ attitudes toward organizationaltransformation. The constructs, which frequently serve as key variables inthese studies, include readiness for alteration, commitment to change, opennessto change, and cynicism about organizational change. These constructs acquiredistinct meanings and emphases and therefore they can provide us with uniqueinformation regarding employees’ evaluation of and concerns about particularchange initiatives. The Bottom linebeing in today’s world where industries are revolutionising at a rapid pacechange management is the new buzz word.
Mere modifications can bring outdrastic results, change can either bring success or failure but the actualresult of the change is decided by the employees. The key is the changemanagement. The better way the change is dealt with and further communicated toevery level of the employees without hurting their way of work or their methodsto do their work. At the end of the day, it is the employee who will work withacceptance and commitment. After all, an organisation is run by their loyalemployees, without having the support from them an organisation can never climbstairs to success. As( Gautama Buddha) says “change is never painful onlyresistance to change is ” Thus it better to accept the fact that one cannotcontrol what’s going to come and neither can change what has already been doneand so it becomes crucial for an individual, employee, employers that is changeis inevitable . Resistance to change is something which can delay but thereisn’t a way around it.
Delaying it unnecessarily is just going to pull us backinstead of taking it forward. So it is better that we accept the change andthink new methods of working which might be uncomfortable at first or may notbe that successful always but will definitely bring some positivity to our life BibliographyHP Lovecraft 1920-goodreads.comPeter Senge – TheDance of Change