Rejecting what we think is different is human nature. Change requires that we work hard to learn a new set of rules, and the old rules may suit us. In fact, neither our personal nor professional lives will be consistent with what we think is comfortable. In other words, we are not the center of the universe, and the world does not surround our comfort level. What we cannot control will force us to adapt to new policies, new systems and new laws. In the best case, our participation will be valued and our opinions will be considered to give us the opportunity to create a means to prove the final reasons.
Individuals show their commitment to change their behavior and actions. Strong managers require employees to participate in establishing buy-in and ensure that the impact of proposed changes is reviewed to avoid system crashes. Non-management staff can demonstrate their identity through self-introduction processes, seeking consensus building, giving and receiving feedback, and constructively communicating their concerns to colleagues and management.
Many theories are trying to explain why employees refuse to change, even if obvious changes are necessary for the survival of the organization. Resistance to change can be avoided by:
- Commitment: From the CEO to the gatekeeper, every employee must commit to a change plan. This commitment begins at the highest level; therefore, the leadership of the organization must be particularly adapted to successful implementation. A person who opposes the leadership team may destroy the entire process.
- Change task: Change cannot be selected. With gentle respect, it must be made clear that change is not an option. This is a requirement.
- Input: Any person affected by an impending change must have the opportunity to express his or her opinion in an environment of respect and cooperation.
- Accountability: Everyone affected by the change plan must be responsible for implementing his personal change activities. Failure to perform the responsibility must bear the consequences.
- Rewards and celebrations: Successful implementation should be confirmed through compensation and/or recognition. The entire organization should also commemorate the successful implementation of the change plan.
- Checking the success of the implementation at planned intervals is a strategic decision to measure success over time and correct unforeseen consequences.
When a change occurs, the relationship between the employer and the employee (the "personal contract") is affected. This "personal contract" has three aspects - formal, social and psychological.
- Formal contract: Capture basic tasks and performance requirements defined in company documents, such as job descriptions, employment contracts, and performance agreements.
- Psychological contract: Combining the sense of trust and dependence between employees and employers, this is the basis for individual commitment of employees to personal and corporate goals.
- Social contract: Including employee's perception of organizational culture and opportunities for success.
Once the change plan is announced, many employees will adopt strategies to protect themselves, their sites, and their status in the organization.
- Argument: Some employees will actively challenge the need for change. This is a waste of time and it promises to meet key goals. Everyone who drives the change process must work hard to reach a consensus. Employees must make sure that every idea is worth considering. If the exchange turns into a broad manifesto such as "I just don't like it," "It will never work," or "This is a waste of time," then the speaker must be challenged. Only the speaker needs to explain why he or she thinks they work and asks for three or four suggestions to make this process work.
- Avoid: Some managers and members of the leadership team will avoid changes through a subtle rejection process. Often, these leaders will disrupt the change because they cannot attend the meeting, refuse resources, or refuse feedback. "Leadership" is a particularly problematic enemy, because change efforts often require the use of resources managed by the leadership, such as time and money. Without these resources, change efforts may fail. Responsibility is the main means to ensure leadership participation.
- Distraction: Many employees and organizational leaders look for personal or professional changes during the change process, which will greatly hinder work. A distracted person may not be able to determine the effort for change because they do not physically or mentally require his or her key inputs. Not paying attention to changes will bring unnecessary hard experience to every member of the team. This carelessness is reminiscent of the energy wasted when people encounter storms. Change efforts provide an opportunity for everyone affected to find a new place in the organization or make a decision to seek a better fit elsewhere.
Once determined, there are several strategies that can be used to overcome the resistance to change within the organization. In order to maintain stability, all people must be respected because they may have valuable knowledge contributions and doing anything may cause greater resistance. At all stages of the change process, it is recommended that the agreement be sought. These common grounds later can be used to encourage the opposition to join the team. It is also important to recognize and fully understand the nature of the boycott. This feedback will be the basis for a strategy to deal with this resistance. When most members of the organization join, it is certainly worth listening to and resolving the concerns of a few dissidents, which will continue the longest buying goal. Finally, boycotts can be achieved by ensuring that change efforts communicate effectively in a multi-dimensional format. The theory of adult learning supports the need for the spread to be seen, heard and felt. By seeking consensus, acknowledging feedback and effective communication, organizations can successfully resist resistance. In spite of this, there will be individuals who cannot work in a changing organization. These men and women will always feel that their relationship with the employer ("personal contract") has been broken.
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Orignal From: Overcoming the boycott of organizational change
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