1/15/14 12 reasons why people resist change - change management

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12 reasons why people resist change
May 23, 2011 / By: Torben Rick / 15 Comments / Change Management Organisational Development
Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively
1/15/14 12 reasons why people resist change - change management
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1. Misunderstanding about the need for change/when the reason for the change is unclear — If staff do not understand the
need for change you can expect resistance. Especially from those who strongly believe the current way of doing things works
well…and has done for twenty years!
2. Fear of the unknown — One of the most common reasons for resistance is fear of the unknown. People will only take active
steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are
greater than those of moving forward in a new direction
3. Lack of competence — This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in
skills, and some people will feel that they won’t be able to make the transition very well
4. Connected to the old way — If you ask people in an organization to do things in a new way, as rational as that new way may
seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught
your audience the old way – and that’s not trivial
5. Low trust — When people don’t believe that they, or the company, can competently manage the change there is likely to be
resistance
6. Temporary fad — When people belief that the change initiative is a temporary fad
7. Not being consulted — If people are allowed to be part of the change there is less resistance. People like to know what’s going
on, especially if their jobs may be affected. Informed employees tend to have higher levels of job satisfaction than uninformed
manage objections. Understanding the most common reasons people object to change gives you the opportunity to plan your change
strategy to address these factors.
It’s not possible to be aware of all sources of resistance to change. Expecting that there will be resistance to change and being
prepared to manage it is a proactive step. Recognizing behaviors that indicate possible resistance will raise awareness of the need to
address the concerns.
Classic psychological reactions to change:
At the end of the day all sources of resistance to change need to be acknowledged and people’s emotions validated.
It’s far better to anticipate objections than to spend your time putting out fires, and knowing how to overcome resistance to change is
a vital part of any change management plan.
12 typical reasons for resistance to change:
1/15/14 12 reasons why people resist change - change management
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employees
8. Poor communication — It’s self evident isn’t it? When it comes to change management there’s no such thing as too much
communication
9. Changes to routines — When we talk about comfort zones we’re really referring to routines. We love them. They make us secure.
So there’s bound to be resistance whenever change requires us to do things differently
10. Exhaustion/Saturation — Don’t mistake compliance for acceptance. People who are overwhelmed by continuous change resign
themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low
11. Change in the status quo — Resistance can also stem from perceptions of the change that people hold. For example, people
who feel they’ll be worse off at the end of the change are unlikely to give it their full support. Similarly, if people believe the
change favours another group/department/person there may be (unspoken) anger and resentment
12. Benefits and rewards — When the benefits and rewards for making the change are not seen as adequate for the trouble involved
Short URL & title:
12 reasons why people resist change — http://www.torbenrick.eu/t/r/hwj

«‹›»
Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively
manage objections. Not dealing proactively is one pitfall – but there are many other common mistakes:

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Torben Rick
Experienced senior executive, both at a strategic and operational level, with strong track record in
developing, driving and managing business improvement and development and change management.
International experience from management positions in Denmark, Germany and Switzerland. View full profile
Many companies have lost
focus on their customers
Rick Ahead
Organisations are forced to
change faster
Change Management
Is organizational culture
change needed
Delivering WOW experience
– customer driven
organisation
Duncan Brodie
May 24, 2011 8:12 am
Excellent blog post.
1/15/14 12 reasons why people resist change - change management
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Change in my experience is one of those areas that seems simple in theory but tough in practice. The key in my experience is to
change hearts and minds.
Duncan Brodie
Goals and Achievements Ltd
Surabhi
May 24, 2011 9:41 am
Nice thoughts, All relevant….
well said at the end that “To win people’s commitment for change, you must engage them on both a rational level and an emotional
level”. Something I too believe in.
Surabhi Rastogi
Draft n Craft
Norm Nopper
May 24, 2011 7:30 pm
I have posted this list previously on the web, but it bears repeating. It reinforces what you are saying with your list of 12 items.
In my experience, here are the top 5 enablers or assets that assist change, followed by the top 5 obstacles to change.
Top Enablers/Assets:
1)Your organization and you are experiencing a crisis, perhaps one that threatens your existence and, like a tsunami coming ashore,
relentlessly drives you before it.
2)Everyone is focused on that crisis. Have you ever been on a plane and heard a loud “boom!”? Everyone goes quiet; people look
around or at each other, and wonder “What was that?” They are alert and prepared to meet the danger.
3)Leadership that shows the way forward, and channels peoples’ fears and panic, hopes, dreams of survival and better days, and
energies.
4)A willingness to “link arms” and work together to emerge from the crisis together.
5)A strong survival instinct, where the tagline is “failure is not an option.”
Top Obstacles to Change:
1)A comfort level or even fixation with the way things are, remarkably, no matter how miserable or painful. People would rather
complain than change.
2)A fear of the unknown, or better the devil you know than the devil you don’t know.
3)Weak or non – existent leadership.
4)Infighting.
5)The belief that failure is a perfectly acceptable option, and maybe even the preferred solution.
Christian Paulsen
May 26, 2011 7:14 pm
Excellent list and explanation! Awareness of these reasons why people resist change can go a long way towards overcoming that
resistance. Seeking input, communicating plans, and listening to concerns go a long way towards resolving many of these obstacles
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to successful change implementation.
Thanks for sharing!
Chris
Rich
June 11, 2011 1:17 pm
Last sentence is key for me. Too many people assume that because the business case and rationale stacks up people will change.
Emotional engagement trumps rationale every time
benbvsr
June 13, 2012 5:35 pm
I would suggest these traits of management style that set the environment for failure. Communication, Trust, competence, “old
ways” etc. re enforce a stagnant culture. As we all know, if management isn’t demonstrating the behavior that is desired, why would
anyone else??
peterahunter
June 25, 2012 1:28 pm
The last sentence replaces the rest of the article.
When the workforce are engaged with change they will support it.
When they are not they will resist it.

If we know how to engage the workforce we will do so and experience the amazing experience of working with the workforce instead
of against them.

If we don’t know what to do to allow the workforce to engage we will continue to look in lists like this for the things that we can do to
them to prevent them from resisting what someone else wants to do to them.

Engagement is not something we “do” to others to achieve an end.
Engagement is the way that people feel about what they do and we can’t change that.
What we can do is to create the environment that will allow people to engage, then they will choose to engage, we can’t make them.

Peter A Hunter
http://www.breakingthemould.co.uk
peterahunter
June 25, 2012 1:40 pm
The last sentence replaces the whole of the article.
1/15/14 12 reasons why people resist change - change management
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When the workforce are engaged with change they will support it.
When they are not they will resist it.

If we know how to engage the workforce we will do so and experience the amazing feeling of working with the workforce instead of
against them.

If we don’t know what to do to allow the workforce to engage we will continue to look for lists like this for the things that we can do to
prevent them from resisting what someone else wants to do to them, change.

Engagement is not something that we do to others to achieve an end.
Engagement is the way that people feel about what they do, and we can’t change that.

What we can do is to create the environment that will allow them to engage, then they will choose to engage for themselves, we can’t
make them engage.

Peter A Hunter
Rick Fowler
June 26, 2012 12:51 am
There is one more source of resistance, though maybe something on this list is meant to cover it. The loss or threat of loss of
something important. Sometimes the uncertainty of what will be lost generates the fear and resistance. Sometimes what is being lost,
is very clear, e.g., power and control, privileges or benefits, status, identity, and of course many other possible things. When change
takes something away that is important, some kind of resistance may arise.
Traci Buxton
June 29, 2012 3:29 pm
Excellent article! Change is hard for many people and requires repeated reassurance, very clear communication for both
management and staff as well as a great deal of patience in order to achieve long-lasting results.
KatokaAus
July 5, 2012 2:41 pm
Such common sense, yet so often forgotten. Thanks for the reminder
anupsoans
September 26, 2012 7:57 am
The graph is more powerful than the 12 reasons from trainer’s perspective.
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Leave a Comment
Torben Rick
December 6, 2012 10:28 am
The last sentence replaces the whole of the article.

When the workforce are engaged with change they will support it.
When they are not they will resist it.

If we know how to engage the workforce we will do so and experience the amazing feeling of working with the workforce instead of
against them.

If we don’t know what to do to allow the workforce to engage we will continue to look for lists like this for the things that we can do to
prevent them from resisting what someone else wants to do to them, change.

Engagement is not something that we do to others to achieve an end.
Engagement is the way that people feel about what they do, and we can’t change that.

What we can do is to create the environment that will allow them to engage, then they will choose to engage for themselves, we can’t
make them engage.

Peter A Hunter
BobElinger
February 2, 2013 11:37 pm
The gross presumption of the writer and management attendees of the article is not surprising considering the degree of
dysfunctionality of the worldview presented. If the cause for change comes from management itself, that management itself operates
from fallacious principles, then resistance is necessary. If a workforce is subject to abrasive, belligerent, and threatening
management then common morality and ethics mandates resistance. The hypocracy of modern American business is that while
persons in management conduct their own lives under common conventions of social contract and morality, they demand to be
excused from the same conventions in the business place — they insist on treating subordinates in any manner they please for the
good of profits, stockholders, or the mere ego of the CEO. Moreover, the perspective of the writer assumes that might is right, that
authority bears no responsibility in its actions…as long as the flow of authority is maintained. I submit that this cancerous false pride
within American management is ‘the’ poison pill that has brought our nation to its knees economically. Without ethics and morality
in business, the pursuit of profit becomes a workplace nightmare. With millions upon millions of Americans unemployed by no fault of
their own, the premise of this article is beyond preposterous.
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