Overcoming Resistance

Resistance can also stem from individuals asking "what's in it for me?" before thinking " why is it good for the organization?"

Change is often "logically" prepared by managers and leaders but responded to emotionally by staff. Negative reactions to change often result form a lack of understanding of shy it has to happen -- the need for the change may not have been sufficiently well explained or staff may have received misinformation through gossip or leaks. Resistance can also stem from individuals asking "what's in it for me?" before thinking " why is it good for the organization?"

In many organizations, there are political forces at work. Groups of people may have different priorities and will seek their own outcome rather than the desired outcome of the organization. If you don't have power to influence these groups yourself, try to win the support of those who do.

Some of your strategic decisions may result in some people losing their jobs. It would be easy to assume that those who didn't are automatically happy. However, some argue that this is not the case and that those who survive feel uncertain or negative about the organization (some refer to this as survivor syndrome), thinking: "If they let my friend go this time, will it be me next time?" What is certain, however, is that staff will make a judgement about how the change happened and whether you behave fairly. If they believe you did, they are more likely to continue to support you.

ACTION POINT: Understand that there will be negative reactions to change.