We probably wouldn’t need change management methods or tools if humans didn’t naturally resist change. So how can we reduce resistance to change?
Factors such as personality or personal tolerance for risk and uncertainty play a role in the level of personal tolerance for change.
That said, human beings have a phenomenal capacity to adapt to new situations, even if quite often they try to avoid them.
Here are 3 key points to reduce resistance to change:
1.La resistance to change is often a unique and individual, sometimes collective, perception
For example: following an announcement of a change in organizational structure at work, an individual could be highly motivated and have a positive perception of this change. Then, by listening to his colleagues, who take it less well, the individual can be influenced. And it is this influence that can create personal concerns.
So, in change management, be vigilant to the perceptions generated by your communication. Quickly take care of anything that is unclear as well as rumors.
2. Concerns are different for different individuals
Any change can cause concerns that are normal and legitimate. A concern is a worry, a worry, a questioning.
The more you know your team, the easier it will be to anticipate the type of concern that may be creating resistance. Asking your teams the question will allow you to more effectively target what to do in order to reduce resistance to change.
Here are some types of concerns and their strategies:
1. No concerns
Yes! It can happen that a person thinks that he or she will not be affected by a change. Depending on what you see, it’s denial, be true 😊 Some people think that their status (role, seniority) protects them and they can fall from a height!
What to do: Repeat the need for change and show the limits of the current operation. Show the importance of change.
2. Person-centered
The person wonders what will happen to them. Also, what she will lose, if what she has done so far is useless, if she will lose her position or certain responsibilities.
What to do: This person probably needs to be listened to and reassured. Spend time with her.
3. Focused on change
A person may wonder why we need to change now. She may not understand the meaning of change. She may also wonder if she will be consulted and what the next steps will be.
What to do: demonstrate the seriousness of the change and the meaning, clarify the choices.
4. Other-Centered
Some people will be more concerned about others: how do they experience the change? Will they lose their jobs?
What to do: Create meetings to discuss change and impacts together
5. Future-Focused
Other people will de facto want to improve the change that is being put in place to improve it! They are already one step further!
What to do: let their ideas emerge, write them down and put them on the ground so that they can see and understand the impacts of the current change, this will allow them to have better ideas when the time comes.
Using this Concern Scale is very helpful! Be aware that a person can be in different places on the scale, i.e. be concerned about #2 and #4 at the same time!
3. Your message makes all the difference
Know that in change management, your message makes all the difference when it comes to reducing resistance to change.
Your message should include:
- What needs to be changed & why
- What’s the new change & why
This message should be very simple, i.e. fit in 2 or 3 sentences and be easily understandable at all levels of the organization. It is this key message that should be relayed unambiguously.
Be aware that if you don’t have a clear key message, the chances of creating fears, rumors, and storylines are extremely high. For good reason, the transmission of information can be transformed very easily! I’m sure you’ve already experienced it!
To avoid this, take the time to create a simple key message. You will certainly reduce resistance to change.
To learn how to communicate the legitimacy of your change, encourage action, and proactively act on follow-up to get people on board with the change and achieve long-term results, read this article.
Conclusion
The key here is to recognize the negative impacts that a lack of preparation for your change can have. Stay vigilant about the perceptions that can be generated and have your key message in hand.
From an individual perspective, be aware of the different types of concerns and apply the strategies. This will take you time individually with the people in your team as well as at least one team meeting or in sub-groups. Addressing these topics will immediately clarify perceptions and will have two positive impacts: less resistance, more quality time.
If you want to be accompanied in change management, organize a training session during which participants will have all the tools via documents and video clips as well as a coach to apply the tools on YOUR change cases.