It?s only natural for employees to show a certain degree of resistance when they?re asked to undergo change. May be, the primary reason for this is the fact that going through change is uncomfortable and will require employees to work, act, and think in a way that?s different from how they do normally do things at work. Also, it?s quite tough for many people to have a clear vision regarding their corporate lives after the change is implemented, making them prefer to stick to what is known rather than embrace what is unknown.
Additionally, change can make them feel anxious and uncertain. It can cause them to lose their sense of security. Reactions to change vary from one situation to another, but definitely, the reactions would more likely be extensive and predictable. Once a particular change is carried out, everybody will be affected. Rarely does change leave someone unaffected in any way.
A number of employees will be happy to welcome change, but even even your most cooperative and supportive people may not be happy about changing the way they work, especially when they have worked in a certain fashion for quite a while.
When introducing the need for a change to your employees, do not so do with the belief that you?ll experience nothing but resistance, or that resistance will be too much for you to manage. Instead, perform this responsibility with the belief that your employees would want to give full support, and that they will cooperate hundred per cent.
As you think and approach the task in this way, you can generate positive results. You can significantly lessen the overall resistance to change or even totally change employees? mind about it. Another effective way to help them accept the change and be more cooperative getting them involved in the planning and implementation process, wherever possible.
Give everyone a chance to convey their feelings and thoughts about the change and provide input about it, during your team meeting. Study the situation and your employees? reaction, as conducting one-on-one meetings may be needed. This depends, however, on how immense the change is and how many people will be impacted by the change. For example, when a change would affect the whole company, the their input will likely be in terms of the implementation of the change on a departmental level, not about whether to make the change, in the first place.
To learn more techniques on managing change, consider the well-developed change management training program Melbourne developed by Verve Potential.