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Resistance to Change:
Management’s Responsibility – Part 2
By Timothy David
Successful change implementation requires the ability
of managers and leaders to recognize change impediments immediately. Managing and leading change requires the
ability to recognize problems immediately and to take appropriate actions to
diminish it. As per Maurer (1996), managing resistance requires the ability to
spot it when it occurs and formulate sound strategies for working effectively
with it. (p. 1)
Maurer
(1996), also states:
The more quickly
you can spot resistance, the more quickly it can be addressed. Failing to
acknowledge the existence of opposition can allow a wall of resistance to
develop; failing to act in the face of early opposition can make that wall
insurmountable. (p. 2)
As a manager or leader, one must be
able to define the change management process. Without this understanding, managers
or leaders will not realize what awaits them in implementing the change of
which will create a very difficult transformation. Change success will also have a higher degree of
failure.
As stated by Shetcliffe
(2004):
Change management
is the process of transforming an organization from its current state to adopt
its future vision for best working practices. It involves a degree of
transition, which invariably causes discomfort to most members of management
and their employees, in order to secure the future prosperity of your
organization. Put more simply, it is making change happen to deliver long
lasting security to your organization. Usually this demands changing people and
culture in line with an up-to-date customer strategy and integrated business
process. None of this is easy, so a change management process can clarify the
critical factors to be managed successfully, including any likely pitfalls and
probable solutions. (p. 1)
There are several view points to
managing change effectively however there is one subject that cannot be
emphasized enough as to its importance in successful change implementation.
Achieving employee buy-in is by far the leading contributor to the success of
any organizational change.
As per Shetcliffe
(2004):
It is crucial to
ensure that all stakeholders' buy-in has been secured: employees, shareholders,
management, and suppliers. Management must position the change management
process in the right way to maximize successful implementation. Communication
is the key to win stakeholder buy-in. Careful and thorough communication
preparation is vital for an effective change management process. The whole
process demands a strong communicative sponsor at the highest possible level,
supported by an influential body of dedicated supporters determined to make it
happen. They must establish a clear statement on where the change is taking
your organization in terms that can be understood by all employees. (p. 2)
Research has obviously made clear
the importance of proper management and effective communication if
organizational change is to be successful. This therefore dictates the
importance of understanding and leading the employees through the change.
Shetcliffe (2004) also states:
To change an
organization, you must change the people, their attitudes and their methods of
work. People react to change according to their personal circumstances and
their immediate understanding of the change management process. A negative
response to change should be anticipated. Many "take
fright, or think of flight," perceiving significant change announcement as
a threat to their employment. The old guard immediately resists change
because they don't like changes to status quo. Most people over a different
period of time will go through a cycle of emotional feelings about the changes
announced. Some will find it more difficult to accept the changes than others.
Initial advice of major change usually creates a feeling of shock in most
people causing a passive immobility, before some emotion is replaced by a short
passive sense of intimate denial. Invariably, this translates rapidly into
highly emotive anger. This anger subsides gradually, first into a bargaining
attitude and then deteriorates into a passive state of depression. This state
of human despair gives way to a longer period of cynicism, which reluctantly
begins testing the revised proposition, until the person becomes acceptant and
less fearful of the changes. Even those believing in the changes will need
managing to ensure they are not susceptible to pessimism. They will move
through phases akin to uninformed optimism, informed pessimism, hopeful
realism, informed optimism, and finally becoming a positive advocate for the
change amongst others. Each individual will require sensitive management to counsel
his or her changing emotions. Resistance is best overcome by involving people
in the change management process, communicating the reasons for change in an
easy to understand manner and directly addressing the concerns of all
stakeholders in an open management style. Management needs to help key
employees understand what is involved in the change management process and they
should deploy mentoring. It will ensure rapid dissemination of certain
knowledge to defeat the unofficial negative communication grapevine during
these sensitive periods of organizational development. (p. p. 2-3)
Management must therefore establish
a strategic plan for the implementation of the change that will make the
transition easier on the employees, and give management the best chance of
gaining the employees’ commitment.
According to Iskat & Liebowitz (2003):
Managing change can
be summed up in 13 simple principles for managing the employees’ resistance to
change. There are specific steps managers can take during a change that will
make the change easier on the employees and give management the best chance of
gaining the employees' commitment. These can be summed up in 13 simple
principles for, managing the employees' resistance to change. (p. 2)
By developing the ability to utilize
all 13 principles, management will establish a strategic plan for implementing
a successful change. This strategic plan will not only be utilized to reduce or
eliminate employee resistance, but to help in assuring the success of the
change implementation.
According to Iskat
& Liebowitz (2003):
It is important that managers
develop the ability to utilize all 13 principles. One question, which may help
managers to actually use these principles, is what stage of the changes are we
in? The well-known researcher, Kurt Lewin, stated
there are three stages of implementing a major change; unfreezing, making the
transition, and refreezing. In the unfreezing stage, the manager focuses on
loosening up the employees' attitudes, such that they become more open-minded
to the possibility there might be a better way. In the transition stage, a
series of changes are gradually implemented. In the refreezing stage, the new
way is reinforced by changing the company's policies and human resource
systems. The 13 principles are divided into the three stages of implementing a
change. (p. 2)
The
first stage defined as unfreezing, utilizes principles 1 through 3. Principle 1
is to provide your rationale by explaining your reasoning with the employees.
As per Iskat & Liebowitz
(2003), take the time to explain why this change will be useful to the company,
how it will help to achieve the company's vision and values, of being, for
example, more customer-oriented, quality-driven or safety conscious. (p. 2) The more that the employees see you are respecting their
intelligence the more open minded they will be to the change. This open-minded
atmosphere develops a stronger chance of an employee buy-in to the change. Iskat & Liebowitz (2003),
states that one approach for helping to unfreeze employees is to give them
information about other plants or companies which were in a similar situation
as you are; they implemented the changes you are hoping to do, and that they
have become very successful as a result. (p. 2)
Principle 2 of the unfreezing stage states to be
empathetic. Managers must make sure that the employees understand the problems
that they may encounter throughout the change.
As per Iskat & Liebowitz (2003):
Show the employees you appreciate the difficulties
such a change will create for them. The key word in that sentence is show. If
you simply try to tell them, most of what you say will be filtered out. Simply
be sincere. Honestly think of how this change will affect the people and then
act to lessen those negatives. You cannot fake sincerity. (p. 2)
Principle 3 is one of the most important principles
and that is to communicate clearly. Be clear, honest, precise and understood by
the employees. Employees cannot implement a change effectively if they do not
totally understand the reason and implementation strategy.
According to Iskat & Liebowitz (2003):
Strive to specifically communicate all the
particulars as simply, clearly and extensively as possible, both verbally and
in writing. Nature abhors a vacuum so the less you tell them, the more the
rumor mill will crank out. If possible, explain in detail the specific steps of
the transition that need to occur in order to move from the old way to the
future. When you tell them specifically what will happen they will be more
comfortable and secure. (p. 2)
The second stage, making the
transition, involves principles 4 through 10. Principle four states to explain
the benefits. Show how the change will benefit both the employees and the
organization.
As per Iskat
& Liebowitz (2003):
When the employees can identify, "What's in it
for me?" it gives them an incentive to help implement the new way. Remind
them how the new way eliminates the complaints they had regarding the old way.
The change will carry little weight if "nothing" is what's in it for
them (except more work!) so make sure there will be benefits. Modify the
company's reward system to encourage the implementation of the change. (p. p.
2-3)
Principle 5 is to identify a
champion or leader for the change. A leader for this change must be well
respected by the employees. Leaders as such have earned the trust of the
employees and therefore they will be more inclined to buy-in to the change.
As stated by Iskat
& Liebowitz (2003):
If appropriate, identify a highly
respected manager who will voluntarily spearhead the change effort. There are
others who might not be in management but are respected as leaders, and whose
words carry a lot of weight (you know who they are), if you gain the commitment
of these people, it will be much easier to bring along the rest. If the project
is large enough, you may want to establish a Transition Management Team. (p. 3)
Principle 6 stipulates to obtain a
participative input. In other words allow the employees to have an input to the
change. Suggestions from the employees may actually make the change much easier
as they understand the processes involved. Employees will also feel like it is
their idea and not managements.
According to Iskat
& Liebowitz (2003):
Allow the people who will be
affected by the decisions to offer their input and to express their needs. Show
them how you have incorporated their ideas. The more the employees feel they
have a say in the change, the more it will be their change rather than
management's change. Remember that employees are a valuable resource. They may
have a wealth of ideas that will make the change go more smoothly. Empowered
employees are committed employees. (p. 3)
Principle
7 of the unfreezing stage is to be aware of timing. Timing can make the change
much easier as other activities will be not conflicting with the change issues.
Iskat & Liebowitz (2003), gives an example of poor timing as in doing inventory in
a retail store on the day after Thanksgiving. Most businesses have certain
times of the year that are much worse to implement a change in. Try to avoid
these conflicting times. (p. 3)
Principle
8 is to maintain job security. Change brings uncertainty to employees, as they
feel insecure about their future with the organization. Once again management
must be honest and upfront if job cuts will be part of the change. The job
elimination process must be clearly explained as to why, when and where in the
organization.
As
cited by Iskat & Liebowitz
(2003):
This
change will be great! Our company productivity will go up 80 percent, our stock
will go up $10 a share and top management will get a 30 percent pay raise. Oh,
by the way, we'll be laying off one-third of our work
force and the remaining workers will take a 15 percent pay cut!" Are you
expecting commitment to this?
Your employees will be
committed to seeing this change fail. Where feasible, try to maintain the
employees' job security. If jobs do have to be eliminated, explain exactly how
those decisions will be made. The biggest enemy that change has is fear. Make
it a priority to proactively diffuse their fears. (p. 3)
Principle 9 is to provide training.
Change may require new skills to be learned by the employees. Employees must
understand that training will be provided if needed by the organization to help
them succeed. Training not only benefits the organization, but the employee as
well.
According to Iskat
& Liebowitz (2003):
Make sure that training or
retraining is made available for the employees who will need new skills.
Training is needed to ensure the employees feel competent and confident in the
new way. Don't forget to let the employees know that any additional training
they receive will only make them more valuable to your firm and other firms, so
it is a benefit to them. If the change is a major one, it is recommended the
training be conducted in a cascading manner, beginning with higher management.
(p. 3)
Principle
10 is to proceed at a pace that is manageable. Implement the change at a pace
that does not threaten the employees. A rapid change can confuse the employees
creating an atmosphere of uncertainty and actually impede the change
process. As per Iskat
& Liebowitz (2003), even though we often
"need it yesterday," the employees require time to acclimate. If a
change is not rushed and proceeds at a manageable rate, it is not as
threatening. Often the quickest diffuser of employee excitement is when they
feel overwhelmed. (p. 4)
The third
and final stage of managing change is the refreezing stage. This stage involves
principles 11 through 13. As discussed earlier, in the refreezing stage, the
new way is reinforced by changing the company’s policies and human resource
systems to coincide with the change. The 11th principle is to indicate top
management’s support. Management must support the change throughout the process
or they will confuse the employees as to the reasons for it.
As stated by
Iskat & Liebowitz
(2003):
Make sure top management consistently behaves
in ways that support the change. Mixed messages are fatal. If top management
says one thing but does another, the employees will regard the change as a joke
and neither you nor they will be laughing. Employees focus on what top
management does, not what they say. Management must back up their message with
both symbols and substance. Tom Peters used the example of the CEO of a major
tire company who was trying to improve quality. Nobody took him seriously until
he went out to one of their plants and carved up the defective tires with a Jim
Bowie knife! Other ways to show management support include changing the
company's: human resource systems (such as performance appraisal and
compensation), changing the information systems, the accounting systems or the
budgeting systems. (p. 4)Principle 12 is to publicize
successes and make mid-course corrections where needed. Employees must be
recognized for their achievements and contributions to the success of a change.
Motivation plays a vital role in the success of an organizational change as it
promotes progress by delivering recognition for accomplishments.
According to
Iskat & Liebowitz
(2003):
It is
imperative that praise be given when recognition is deserved and if things are going
well, publicize it to the employees. Nothing is as great of a motivator as seeing
progress. There will always be problems along the way. Listen to your
employees! Suggestions that are not followed up on should at least be addressed
(and the address should not be the garbage can). If the employees do not think
their suggestions are considered, they won't offer any more. The company will
lose out on a gold mine of information. (p. 4)
The
last of the 13 principles inclusive to the three stages of change management is
to provide employee services. Some employees may not be able to deal with the
change, as fear and anxiety from them will have an impact on the success of the
change.
As per Iskat & Liebowitz (2003):
One factor that will impede the
successful implementation of a change is employee anxiety. This anxiety can
often be a "faceless, nameless" fear that the employees cannot even
define. This kind of anxiety is more manageable when there are "safety
values" available such as counseling, Employee Assistance Programs or even
early retirement. The trick is to implement them early on so they are proactive
rather than reactive. (p.4)
In conclusion, organizations must recognize that change is the future
growth and survival of an organization as 
economic swings,
new competitive pressures, globalization of the market place, complete
reshaping of the business world, new technologies, social cultural shifts, and
regulatory changes impact the success of an organization. Management must
understand that change will initiate employee resistance and that sound
management and change-oriented leadership practices must be utilized in order
for the change to succeed. Managers and leaders must therefore understand why
employees resist the change in order to successfully manage or lead the new
concepts. Successful organizational change demands great leadership skills to
coach employees through the implementation. Organizational change is the
essence of survival and resistance to this change can be devastating as
management must understand and overcome this issue, as it is their
responsibility to implement the change successfully.
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About
the author:
Tim L. David is the Maintenance
Superintendent at Tyco Healthcare in