It is a rudimentary part of our survival instinct that’s at play here. We need clarity and assurances so that we can put our fears to rest and feel that we will be safe and OK in spite of the change. This is a need for safety and security and for knowing how a change will affect us. One of the six human needs that we all share is a certainty. It can only be addressed when managers and leaders take an interest in people’s deeply rooted emotions and the needs that drive them. This group of people will feel uncertain and fearful-which most managers will be perceived as “resistance.” And this type of resistance cannot be overcome through force and logic. But what happens if some people have to commute longer distances to get there? What happens if some people have to give up their private offices for an open seating plan, and believe it will affect their ability to focus and get the job done? Initially, the announcement of something like an office move might be met with excitement and positivity-especially if the building is newer and brighter and better located. It’s a significant change to their daily routine, which is deeply emotional because it threatens their level of safety and security.
But to the employees who will be affected by the change, it’s so much more than just an office move. This might be a straightforward project for the people who have been tasked with making the office move happen, with a well-defined outcome. Consider the example of an office move, for instance. The manager uses a logical approach to deal with the practical elements of the change but ignores the emotional side of the equation. When the organizational change goes wrong it’s often because it’s being treated purely as an implementation of a new process. People resist change because they believe they will lose something of value or fear they will not be able to adapt to the new ways. But for the most part, it isn’t the change itself that people resist. At its core, resistance to change is a label we apply to people who seem unwilling to accept a change. Resistance to change is a phenomenon we frequently talk about in project management circles it’s something we often quote as a major reason why projects and change programs don’t deliver the results they set out to. They often move too fast, are too outcome-driven and not sufficiently consultative in their approach. The problem is that many leaders struggle to fully motivate and engage their employees in the process. Organizational change is vital for any business that wants to survive and thrive in our increasingly competitive and fast-paced world.
The problem isn’t with the change itself, in spite of the difficulties that it may bring. When we talk about “organizational change,” the words “resistance” and “tension” often spring to mind.Ĭonsider the difficulty, for instance, when two organizations merge, or the fear that employees feel when a part of their job is automated and some of their skills become redundant.
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