Management - Handling Resistance to Change.

Handling Resistance to Change

Change is resisted simply because it means giving something up. Every standard forward requires leaving something behind. It is standard human behavior for volume to be reluctant to let go of things that matter to them, provided they can not move forward until they loosen their overtake on what is holding them back.

In the workplace, staff themselves might not read the real source of their resistance. In the outsourcing, an employee might be in a bad way(p) about severing her connection with colleagues and vendors, or with the organization members she previously served. Another employee might feel anxious about fastener familiar routines, fear a loss of status, or be reluctant to give up the prestige associated with being good at his old jobs. He might just be upset about losing the office he had occupied for eld or the phone number he had always had. Do not underestimate the reasons for resistance to change. Perhaps an employee has concerns about whether the advanced service providers can support their clients as well as he does, or whether the new arrangement is really in the organizations best interest. These issues and the resistance they generate are valid. But first, it is grievous to deal with the champion of loss that employees experience whenever change, large or small, is in the air.

Resistance to change stems largely from the reality or recognition of loss, not necessarily from the change initiative itself. Promoting the wisdom of the change, therefore, is improbable in and of itself to build support. You must also address that sense of loss. That is why the first step in managing resistance is to spot openly what you and others are losing. You might think such fair-mindedness would only serve to stir things up, but experience shows that suppressing...

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