Resistance is an absolutely normal reaction to change. This happens because change is always scary. A person does not know what consequences they will lead to, and it is impossible to calculate every step thoroughly.
Let's talk about resistance to change. What is behind this mysterious phrase?
Resistance definition
What it is? The concept says that resistance is actions aimed at delaying or suspending any innovations. We repeat that the resistance is quite understandable and logically justified. What is at its base, we will talk below.
Why do people resist?
Let’s talk now about why people tend to resist. What are the reasons for resisting change?
The foundation is fear. People are afraid of future changes because they do not know what to expect from them. When something familiar falls apart, it's always scary. And this is an adequate mental response to what is happening.
The second point is infantility. You can prove to society as much as you like that such and such changes will lead to a better life. But if people themselves do not want to accept the new, preferring to move with the flow, then resistance to change is guaranteed.
There are three large groups of reasons why people are actively resisting something new. Let's consider each of them.
Political reasons
When it comes to resistance to changes in organizations, political reasons are hardly suitable here. Nevertheless, this group is called just like that:
The growing conflict between the adherents of the old and the new order. And this means that influential coalitions are losing their former power. And a threat looms over them. And who wants to lose influence? Hence the active resistance of the majority.
The decision is made on the principle of "zero amount". Resources are very limited, and management is forced to decide who will receive a large material "base" and who will get the minimum. There are calls for productivity to increase, while costs and expenses to decrease. All this leads to resistance to changes on the part of the team.
Blaming the leaders. It is clear that the team needs to adapt to something new. And this is very difficult to do morally. And then people begin to blame the leaders for all mortal sins. It was as if the latter had begun reconstruction to hide any flaws or patch holes in the "stolen" budget. When a person is independently responsible for the problems that have arisen, it is very difficult for him to psychologically reconstruct.
Technical reasons
What can be said about the reasons for resistance to changes in an industrial company, for example? They, as in any other organization, are caused by three factors. We reviewed one of them. Now let's talk about the second, called "technical."
These include:
The habits of the team. Imagine that people solved one or another task set before them in one way for quite a long time. And now they are forced to quickly change this method, to look at the tasks from the other side. Of course, this will cause resistance to change.
Fear of the future. We have already mentioned this. For example, when an enterprise is being computerized, and older employees haven’t seen these machines in their eyes, they become indignant, resisting all changes with all their might.
Cultural reasons
Let's talk about the causes of resistance to changes called "culturological".
The fact is that collectives have their own values. They are already settled and difficult to break. The second point is a look into the past. And the third is a too dry climate (in the figurative sense of the word). However, let's talk about everything in order:
Cultural filters. It sounds pretty nice, but there are many "pitfalls". As mentioned above, any organization has its own cultural values. Both in a separate team and in the entire organization as a whole. It is they who are the definition of how people perceive innovations. To put it bluntly, then all the members of the organization are divided into completely "die-hard", that is, incapable of perceiving innovations and even more so working in a different environment. And, accordingly, those who are open to everything new are happy to learn and work in a changed environment.
A look back. “But it used to be better ...” is the favorite saying of the older generation. Better or not better - not yet fully known. It's just that past practices are familiar. Therefore, it seems that they were better.
The climate in the organization is not at all suitable for change. So begins the active resistance to change - individual and organizational. That is, both individuals and the collective as a whole are opposed. To overcome the first is still real. When there is a united resistance, it is better to postpone the changes and engage in the formation of a better climate.
What to do?
We figured out what resistance to change is. Now we’ll talk about what leaders should do if such a phenomenon takes place in the team.
It is necessary to clearly identify the team that is able to perceive the changes. It’s cruel, but it’s impossible otherwise. The rest will have to say goodbye. The fact is that "stubborn" always delay innovation. They don’t like something, something scares them. Whatever changes are proposed, those who are not capable of their perception will never be satisfied.
The second stage is a discussion with the team of issues that are affected by the changes. Before that, leaders study the cultural values ​​of the team. And only after that they can understand what can be affected and what is desirable to leave in the form that people are used to.
Under the gun of psychology
Now let's talk about the psychological aspects affecting the organizational and economic spheres. After all, it is they who fall under the changes in the first place.
How to overcome resistance to changes in the organization? It is worth looking at them through the prism of psychology.
There are three psychological components:
It is hardly clear what is hidden behind these words. Now we will analyze in detail each line.
Readiness for Innovation
Resistance to change - how to overcome it? Before talking about this, you should understand the components that will help in overcoming. So, we are talking about readiness for innovation. By them are meant primarily motivation systems.
Let's say the changes are about to take effect. Do employees of the organization have a motivation to accept them? What is the benefit to them from the "jumps" of the head? For example, older employees are offered to master a computer. And this must be done during working hours or delayed after. Surcharges are not provided.
Willing to spend their free time or torn between their job responsibilities and studying the "tin can"? Yes, and without encouragement? Hardly. That is why it is necessary to carefully consider the incentive system that encourages the adoption of innovations.
Fitness
What about resistance to change and how to overcome it? Everything is quite simple if you calculate the possible consequences and warn them. For example, to predict the fitness of the organization’s employees to new conditions is very easy. Just answer the questions:
Do people have enough knowledge to adapt to the new environment? Or will you have to spend time and certain material resources on training?
Do the skills of the team correspond to the scheme that the management of the organization wants to implement?
Do people have enough experience to make it easy for them to start working with innovations?
If these questions are answered positively, then overcoming the resistance with the correct presentation of the arguments and the support of the team will not be difficult.
Activity
We talked about what resistance to change is. And its types may be different. And now the conversation will focus on overcoming this resistance. The first two large groups of psychological components are considered, the last remains.
So what is activity? It refers to actions, deeds and activities aimed at creating comfortable conditions for both ourselves and colleagues. Of course, an individual worker thinks more about himself. How much he likes the new, whether he is ready to act in order to get used to it as soon as possible.
Everyone has different knowledge, ability to act and desires. And on the basis of this, psychological types of people with whom you can work in conditions of innovation are distinguished. But there is also a category of people who are unable to adapt to change.
Psychological types
We talked about the phenomenon of resistance to changes, essence, types and forms. Since there is resistance, then there must be a struggle with it. But with whom, how and is it worth it?
Why did we touch on the topic of psychological types of employees? Because with some of them you can "cook porridge." And you will have to say goodbye to others if the organization’s management does not want to regularly receive “sticks in wheels”. And both in an open form, and with the help of the “knife in the back” method. People who can’t learn something new, don’t want to take innovations, are capable of such meannesses that leaders haven’t even dreamed about.
It was a "lyrical digression." Back to our personality types:
"For reform." These people are for any innovation. They actively contribute to the implementation of new reforms and are ready for in-depth study of them. Such employees actively delve into innovations and crave changes. And most importantly, they can quickly and efficiently work in a new environment. A similar type in the team is leading.
"It seems to be for." These comrades will not organize reforms. They easily adapt to the new and delve into changes. But they do not want to act on their own.
"I want, but I don’t know." Such employees can learn something new. In addition, they long for reform with all their heart. But in order to undertake a reorganization, this is out of the question. And it’s not a matter of laziness; such people know how to act. The fact is that they do not have sufficient skills and knowledge for these actions.
Through grit. heavy people on the rise. They are opponents of something new. Although they easily delve into innovations, they work quietly in a changed environment. But they will cobble, grumble, with their whole essence to deny change.
"There is no sense." From these comrades, special returns can not be expected. They want change and even try to contribute to it. But rather slow-witted, which makes it extremely difficult to adapt to innovations. Understanding the innovations for such employees is a whole problem. They lack skills and reason.
"My hut with the edge." Very smart people, adapt to innovations quickly and easily. They have the skills and knowledge necessary for reform. But they will never act, take a wait and see attitude.
The Blind. They don’t know anything; there isn’t enough intelligence to help in the reorganization. But they will not argue, they go where they are told. And if you help such employees, then they have no price. They always and in every way support managers, are devoted to the company and there is no need to wait for a dirty trick from them.
"Evil, but silent." Remind a dog from the gateway. She ran out, barked, and, pulling her tail, hurriedly rushed around the corner. So are these employees. They are very competent, but rather vile personalities. They don’t want to act in principle, but they try to insert sticks into the wheels. They pester me with their whining and complaints about how bad things will be.
"Passive opponents." These do not whine, they silently protest, without causing any harm. The benefits of such individuals also do not bring very much. They don’t know anything, they don’t want to learn new things. With skill and experience they are also tight. But at least they do not allow themselves to engage in controversy or whining.
"Active opponents." The most nasty employees. They do not know anything, have absolutely no skills. There is no question of learning. People do not strive for development at all, they are happy with everything. In addition to the changes that are being undertaken at the enterprise, of course. This is where riot begins. These employees by all means resist innovation.
Leaders actions
What should management do when faced with resistance to change? First of all, you need to take a sober look at the team. And if there are individuals who obstruct innovations, but at the same time do not represent values, then get rid of those. It’s easier to recruit new people and train them “for yourself” than to fight with those who do not understand anything at work, but who are against innovations.
The second point is the analysis of the situation. This is a "planning meeting", which should be attended by the remaining members of the team. Sharp angles are discussed here, leaders inform subordinates of the need for certain reforms. Necessarily explains why they are necessary. Managers should be prepared for the most unexpected questions. The main thing is to be able to competently answer them. It becomes clear that superficial knowledge and inability to explain here will not work.
And the third point is the development of a motivation system. And preferably in monetary terms. This may include bonuses, salary increases for particularly active employees, cash grants at the time of training. It is important that the team is motivated and willing to learn new things.
Conclusion
The story in the article has been used in practice for more than one year. In many business trainings for managers, these schemes are presented and talk about how there is resistance to changes, how to work with the leader if he is in such a situation. The schemes offered at the trainings have proven themselves, they are very effective.
If you are planning to carry out reforms in the organization, consider the climate in the team. We talked about this in the article, but I would like to focus on this detail. If the climate does not correspond to the adoption of innovations, no system of motivation and encouragement will help.