Every organization must deal with those resistant to change. We refer to these people as the “Change-Prevention Committee” (CPC) and, rest assured, they will prevent your business from moving forward unless you can effectively convince them why change is good for both them and your organization.
This group of individuals ranges from C-suite execs and middle managers to factory workers. They are all so resistant to change that collectively, they begin to stagnate corporate growth—by thwarting implementation of big and small projects.
In order to effectively navigate this block (whose members might not even realize they are the CPC), you must understand why people resist change in the first place.
Even if a new project offers an amazing solution to a currently flawed system or problem, expect resistance. People have a tendency to get comfortable with the status quo; even if the status quo, itself, is uncomfortable. The prospect of change and uncertainty can churn up higher levels of anxiety. This is precisely when the CPC is most likely to start working overtime to ensure that everything stays exactly as it is.
Research on the human brain has shown that when faced with the challenge of doing something differently, the initial physiological reaction is to keep everything in stasis — that is, to revert back to that with which the brain is already familiar.
Even the smallest changes — work methods, updating routine office procedures, moving the physical location of an office or desk, revising job titles, even changing regularly scheduled meeting times, etc. — can be met with resistance.
The good news is that once you understand why members of your team and CPC members are resistant to change, you are empowered to take the right steps to prepare for a successful transition.
Common reasons for resistance:
Fear of the Unknown
Uncertainties regarding new ways of working, new roles and responsibilities, new things to learn, and potential failure can result in a lot of fear and confusion. This makes the CPC reluctant to embark on a new journey.
Past Experience
Members of the CPC might have experienced prior changes at your organization, or in other jobs, that were not well managed and left them wary of future change. Whether the poor handling of those events in the past was due to ineffective communication, inconsistent leadership or something else, it leaves CPC members suspicious of future changes that come their way.
Nostalgia
The “changing of the old guard” doesn’t automatically mean that a change in culture will follow. If new management shows up, you are sure to find people with ties to the old culture actively joining the CPC.
Lack of Preparation
When change is announced without warning, it doesn’t give people enough time to see the value in new ways of doing things or understand the reason for the change. People need time to embrace change and adapt to it.
Coercion
If the actions and attitudes of leadership feel unfair, coerced or unjustified, or are not handled with care and respect, people will not respond well.
Sense of Exclusion
People may join the CPC because they feel at risk of losing, or have already lost, a sense of competence and importance they previously had enjoyed within your company. The emotional burden of loss and alienation can overshadow any logical thinking about change.
Self-Doubt
It is common for employees to wonder if they have the ability or capacity to adapt to new changes. Doubts about their own knowledge and skills, and their ability to learn new ones, can stir up strong resistance to change.
Peer Pressure
Peer pressure can be quite powerful. If “everyone else” is resisting change, shouldn’t they just go along? If their manager doesn’t want the change, why push back?
“People have a tendency to get comfortable with the status quo; even if the status quo, itself, is uncomfortable.”
How to Identify Members of the CPC
Some members of the Change-Prevention Committee might be easier to spot than others. Constituents may be found bonding over their shared skepticism and sarcasm. They will often highlight ways that new processes, workflows, technologies, etc., have failed, or at least ways they perceive these have failed them.
Other CPC members might exhibit more passive-aggressive behavior, such as forgetting to show up at meetings scheduled to discuss the new changes, failing to respond to emails, not participating in company town hall gatherings, etc., all while rigidly adhering to a 40-hour work schedule no matter what may be required of them. Pinpointing active CPC members is an ongoing process that requires attention and dedication to successfully implement change.
Giving Up Their CPC Membership Badges
Strong leadership is essential for disbanding the Change-Prevention Committee, as is providing a clear, concise and meaningful problem statement and scope of the change. Different tactics include:
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Giving people plenty of notice about and transparently explaining the upcoming change
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Encouraging people to consider what change means for the organization as a whole rather than focusing only on what it will mean for them
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Finding ways to get people excited about what change will bring
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Creating an understanding of what will happen if there is no change
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Spotlighting problems with how the current system directly affects people
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Alleviating fear by replacing coercion with encouragement and support
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Providing clarity around the various steps in the change process to minimize uncertainty
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Staging one-on-ones and small group meetings to gain more insight into resistance
Along with these tactics, it’s good to have an overall strategy for overcoming resistance.
Remain focused that you are seeking to improve the status quo and invite CPC members to discuss suggestions. Engaging and involving CPC members throughout the process helps to build their emotional and psychological investment.
As change pulls people away from their comfort zones, the transformation initiative must have the proper structure and executive support. Make sure the project’s governance and success measurements are expressed clearly, early and often. Next, link the incentive program to the desired change efforts and outcomes.
Remember, what gets measured gets done. Explain the metrics, measure them often and openly report on progress. As the process advances, be sure to celebrate both big and small successes along the way.
Despite your best efforts, some people will find it too difficult to embrace the change you propose. Ultimately and unfortunately, the company will be forced to move on without them.
In the end, most Change-Prevention Committee members won’t give up their membership badges without a fight. But with effective leadership and management of change, even many of the staunchest members can be persuaded to see the benefits of staying agile in a business landscape that is constantly in flux.
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