How to overcome resistance to change in the workplace?
Change is now a constant for companies wishing to remain competitive and develop sustainably. In a constantly changing environment, knowing how to adapt and transform in depth is a sine qua non for survival. However, it has to be said that these essential changes are often met with reluctance on the part of employees. Fearing that they will lose their bearings and be left behind, they put up resistance that slows down or even scuttles management-led transformation projects. This resistance, however understandable, is obviously counter-productive. They can jeopardize the very future of the company if change fails. So how can managers lead change and get their teams on board, rather than endure their reluctance? What best practices can they adopt to instill a positive dynamic and get everyone on board? Here are a few tried-and-tested ways to succeed.
What do we mean by resistance to change?
It should be noted from the outset that in 70% of cases, resistance to change is the cause of the failure of a corporate transformation project. Resistance to change manifests itself in a variety of attitudes and behaviors that impede the transformation desired by the company. First of all, it can take the form of inertia and passivity. The employees concerned drag their feet, demonstrate unwillingness and multiply objections. They are reluctant to adopt new working methods, tools or processes. This passive posture slows down, if not completely blocks, the implementation of change. Resistance also takes the form of argumentation. Some employees discuss decisions, negotiate and express their opinion against change with conviction. This is often the preferred mode of opposition, perceived as more constructive. Sometimes, resistance even turns to revolt. When employees see no other option, they may actively protest through union action, strikes, or even resign. In such cases, a deep-seated distrust is forcefully expressed. Finally, resistance can also take the form of more offensive actions to sabotage the project. Some employees openly denigrate the change among their colleagues. They virulently criticize the new directions and decisions. Worse still, they may deliberately hinder or obstruct the smooth running of transformation projects.
These negative attitudes are rooted in understandable fears and insecurities. Change disrupts established habits and points of reference. It introduces uncertainty about the future and the employability of employees. This feeling of insecurity in the face of the unknown gives rise to epidermal reactions.
What are the reasons for resistance to change?
Resistance to change is rooted in a number of underlying causes that need to be understood. First and foremost, employees often fail to perceive the concrete benefits of change. In the absence of education, the benefits for both the company and themselves remain obscure. This lack of understanding of what's at stake and the potential gains is a major factor in the rejection of the project. Secondly, employees fear they will lose efficiency and no longer meet expectations. Change requires new tools, methods and skills. Without appropriate training, they fear they won't be able to adapt. This fear of incompetence feeds mistrust. Employees may also be convinced that change is a passing fad. They see the desire for change as a fleeting trend that will soon run out of steam. As a result, they see no point in putting effort into a transformation they doubt will last. Moreover, poor communication on the part of management can fuel resistance. If the stakes, modalities and benefits of change are not properly explained in advance, employees will voice their opposition. Change breaks reassuring routines. And yet, we like to evolve within our comfort zone, our habits. This frightening upheaval triggers reactions of resistance, as a natural protective reflex. Some employees may also feel saturated by constant change. The accumulation of changes without time for integration generates weariness and rejection. Generally speaking, the lack of gratification associated with change makes it less desirable. If the efforts required are not accompanied by rewards, motivation will suffer. Employees are also often frustrated by the lack of "ex ante " consultation. Failure to involve them in the change process at an early stage leads to rejection. They feel presented with a fait accompli, with no possibility of influencing decisions. Finally, change generates anxiety about the future. Fear of redundancy and skills obsolescence haunt people's minds. This insecurity about the future of their jobs fuels mistrust.
How do you counter resistance to change?
There are several ways to counter resistance:
Communication
Firstly, communication must be continuous and used across all channels. Group information meetings are essential to announce upcoming changes, explain the reasons for them and answer questions. But communication must also be individual, through discussions between manager and employee. Written media such as flyers, e-mails and internal memos, and visual media such as videos, are also effective in reaching all employees.
Involvement
Secondly, to ensure buy-in, employees need to be involved in the project as far upstream as possible, right from the change design stage. Through working groups, brainstorming sessions and surveys, employees can express their reservations, propose solutions and feel that their voice counts. Managers need to listen carefully, and integrate relevant suggestions. Once the change has been defined, it's important to keep everyone involved, by asking for volunteers to become ambassadors of the change to their peers.
Training
In addition, training must be tailored to individual needs. This means group training with an expert to share key knowledge. But it also means individual training and coaching by the manager, to reassure each employee of his or her ability to evolve. Training must begin before the change, and continue afterwards to support the increase in skills.
Valuation
Finally, it's essential to motivate and reward teams. Managers should congratulate employees who actively participate in change, either orally or in front of the entire team. Bonuses can reward efforts. Giving more autonomy and responsibility to involved employees boosts their motivation. Everyone needs to feel that their commitment is recognized and appreciated. Relying on these 4 pillars will help to overcome resistance over the long term and get all employees on board.
Conclusion
Ultimately, change is frightening, but vital. To motivate employees, managers need to combine pedagogy, human support and active involvement. Resistance gives way to collective mobilization, the key to success. On this condition, change becomes a springboard to success.
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