Organizational Change - Tips to Easing Resistance & Mistrust

As every person eventually realizes, change is inevitable in life and affects our lives every day. Each day we grow a little older, we move a little closer to the next season, and people come and go from our lives. We change careers, add new members to our familes, and try new hobbies or find new interests. Often times, change can be exciting or even downright exhilerating (i.e. a new love, a move to a dream location, or another good friend). Nevertheless, change can also be unpleasant or unnerving (i.e. a divorce, losing a job, or developing a serious health issue). Consequently, people are frequently mistrustful of change, even when it might be necessary or beneficial. This reality can pose a problem especially within a business or organizational setting. As a result, every person that has authority within a business, such as owners, supervisers, and managers should be familiar with organizational change in general and learn how to approach change within their own companies.

The Importance of Organizational Change

First, what is organizational change? Why does it occur? And why is it necessary for the future success of every organization? Typically, organizational change refers to any change that occurs within a company, which will affect the entire organization in some manner. Good examples of organizational change include such actions as revitalizing the purpose of the business or replacing old technology with new systems. Sometimes, organizational change is so widespread and so radical that it completely transforms a company, turning it essentially into a whole new organization (McNamara, 2008). In essence, "change is inevitable in the business world . . ." (Augusto, 1995, para. 1). The high demands of business in the U.S. compel organizations to constantly reinvent themselves to stay innovative and to continue meeting the ever-changing needs of the consumer. In addition, such things as new technological advances and shifting concerns and/or standards within American society demand that companies keep up with the changing times. Also, simple, day-to-day obstacles or developments, such as budget cuts or new leadership, can warrant an organization to make overall changes to its operations and/or other key areas (Augusto, 1995; McNamara, 2008).

Organizational Change Affects Individuals Differently

Even though change is commonplace in today's business world, change can cause serious problems. Some individuals are eager to embrace the opportunities created by organizational change. The wisest business leaders realize that change can bring new prosperity to a company or is sometimes necessary to preserve a business's prominent position within a particular industry (Augusto, 1995, para. 2). Nevertheless, the majority of individuals are suspicious of change, sometimes to such a degree that they actually fear it. The average person thrives in the comfort and security of routine and familiarity. He or she is naturally attracted to those things that are well known and stable and likewise, reluctant or downright resistant to welcoming change, even when it is meant to improve upon old ideas or systems. Ultimately, change embodies the foreboding suggestion of uncertainty and even irrevocable damage to the individual's comfort and security (Augusto, 1995; Sevier, 2003). To add to this negative view of change, many businesses have excessively used organizational change in the past to try to keep up with their competitors and society in general. This has left employees and managers alike weary of ineffective change, which has cost them endless long hours and only produced an overwhelming, unstable work environment (Davis, 2000). Thus, it is essential that companies address these feelings of reluctance and apprehension if they want the organizational change to be a success (Sevier, 2003).

Sevier's Seven Strategies

Because resistance to change is so common among individuals and can cause serious disruptions within an organization, Robert A. Sevier (2003) offers seven important strategies to address this potentially serious problem. The first strategy is to "clarify the 'event'" (Sevier, 2003, 7 Strategies to Overcome Resistance section). Since people mistrust and fear change largely because of its uncertainty, it is essential that the organization do everything it can to explain what is going to happen (Sevier, 2003; Traboulay, 2008). The next strategy is to "create a sense of urgency" (Sevier, 2003, 7 Strategies to Overcome Resistance section). If people can see the opportunities offered or problems remedied by the change, they tend to be much more receptive and ready for change (Sevier, 2003; Traboulay, 2008). Sevier's (2003, 7 Strategies to Overcome Resistance section) third strategy is to "develop a course of action." This involves communicating a simple but complete plan to implement the change so the employees can understand and follow the change process (Sevier, 2003; Traboulay, 2008). The fourth strategy is "establishing a guiding coalition," a group of individuals to present a unified front about the change (Sevier, 2003, 7 Strategies to Overcome Resistance section). Next, an organization should "communicate [the] course of action widely" (Sevier, 2003, 7 Strategies to Overcome Resistance section). A business should ensure all levels of the organization receive identical information, as well as comprehend their own part in the change process (Davis, 2000; Sevier, 2003). Furthermore, it is just as important that the organization "generate and celebrate near-term wins" (Sevier, 2003, 7 Strategies to Overcome Resistance section). Even after the employees become more open to the change, the change process will still be difficult at times. Thus, to keep employees motivated, the company should regularly acknowledge any progress made or obstacles overcome during this process (Sevier, 2003; Traboulay, 2008). Finally, the last strategy is to "anchor change in the organization," which means formally establishing all the things employees will need to adjust to the changes, as well as openly dealing with those who still are resisting (Sevier, 2003, 7 Strategies to Overcome Resistance section).

Six Helpful Tips for Implementing Organizational Change

Here are some tips for lessening resistance to and/or mistrust of change within your own business or organization:

(1) You should consider first carrying out a qualitative assessment of your employees to determine how you should approach the desired change (Davis, 2000). This will allow you to gauge how open these employees might be to change in general, as well as how informed they might be concerning the advantages of change.

(2) Based upon the information gathered from this assessment, you will then need to develop a simple but accurate report on the upcoming change and distribute it immediately to every individual. This report should specifically describe why the change is necessary, what steps will be taken in the change process, and a possible timeline for these steps (Sevier, 2003; Traboulay, 2008).

(3) In addition, if the change is major or will affect more than one department, I recommend that you establish a group of company leaders from all departments of the firm to handle all information about the change. The efforts of this group should be directed by a single individual. However, each subordinate leader should be responsible for communicating the information to his or her department. In addition, he or she should always be available to address the concerns or questions of individual employees within that particular department. This availability could be in the form of one-on-one meetings, emails, or telephone calls. Furthermore, each department leader may choose to hold regular meetings to address questions and concerns as an entire group (Davis, 2000; Sevier, 2003).

(4) You should also communicate to each individual member of the organization what his or her role will be during the change process. And during the change process, you should consider physically involving your employees any way possible. Both of these actions will allow each individual to feel like he or she still has a purpose and control amongst the chaos of change (Sevier, 2003; Traboulay, 2008).

(5) Once the organizational change is underway, you should regularly share all progress, triumphs and setbacks, with all honesty. This will continue to motivate your employees to work towards the goals of the change, as well as build trust between you and your employees (Davis, 2000; Sevier, 2003).

(6) But above all else, you should always remember that change is difficult for many people and thus, be as sensitive and supportive as possible during the change process (Sevier, 2003; Traboulay, 2008).

References:

Augusto, C. R. (1995, January/February). Blueprint for change: Communication, empowerment, and patience. Journal of Visual Impairment & Blindness, 89(1), 12. Retrieved August 8, 2008, from Colorado Technical University Online Library, Articles & Books, Academic Search Premier: https://ctuonline.edu

Davis, A. (2000, July). Communicating change in a brave new way. Public Relations Tactics, 7(7), 12. Retrieved August 8, 2008, from Colorado Technical University Online Library, Articles & Books, Business Source Elite: https://ctuonline.edu

McNamara, C. (2008). Basic context for organizational change. Retrieved August 7, 2008, from Free Management Library Web site: http://www.managementhelp.org/mgmnt/orgchnge.htm

Sevier, R. A. (2003, July). Overcoming internal resistance to change. University Business, 6(7), 23. Retrieved August 8, 2008, from Colorado Technical University Online Library, Articles & Books, Academic Search Premier: https://ctuonline.edu

Traboulay, K. (2008, January 14). Talk to employees during M&As. Canadian HR Reporter, 12(1), 14, 18. Retrieved August 8, 2008, from Colorado Technical University Online Library, Articles & Books, ABI Inform Global: https://ctuonline.edu