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Resistance to change: myth or reality?

Technologia
by Technologia
Technologia
Resistance to change: myth or reality?

Resistance to change is often seen as one of the biggest obstacles for managers. But is it really a problem, or rather a misunderstood opportunity? Let's explore the different aspects of resistance to change, focusing on the human and organisational dimensions.

We will see how managers can transform this resistance into a powerful lever for the success of their transformation projects.

Resistance to change: a revealing myth

First of all, it's important to understand that resistance to change is not a systematic opposition to progress. As explained in our previous article Resistance to change is a myth, this resistance is often a natural response to people's legitimate fears and uncertainties. Employees are not opposed to change per se, but rather to the potential losses it entails - loss of routine, skills, status or control.

For managers, this means that it is crucial to acknowledge and validate these feelings. Transparency, open communication and empathy play a key role in managing this perceived resistance. By identifying specific concerns and responding to them proactively, managers can reduce tensions and foster a climate of trust.

Planning and reinforcing change

Let's move on to the organisational aspect. In How to plan and reinforce change with teams, we stressed the importance of rigorous planning and strategic execution. Poorly planned change can quickly come up against unforeseen obstacles and generate additional resistance.

To avoid this, here are some tried and tested strategies:

Involve stakeholders from the outset

The more employees are involved in the change process, the more likely they are to accept and support it. Solicit their ideas and concerns, and show them how their contributions influence the final decisions.

Communicate clearly and regularly

Communication should be constant and two-way. Explain the reasons for the change, the expected benefits and the next steps. Use a variety of channels to reach all levels of the organisation. Regular meetings, internal newsletters and discussion forums can be valuable tools for keeping teams engaged and on board.

Train and support teams

Offer training to help employees acquire the necessary skills and adapt to the new context. Ongoing support, in the form of mentoring or coaching, can also ease the transition. By investing in skills development, you show that you value your employees and their future in the organisation.

Establish champions of change

Identify and train leaders within the organisation who can act as relays and role models for other employees. These change champions can play a key role in inspiring confidence and facilitating the adoption of new practices.

Turning resistance into opportunity

Beyond simply managing resistance, managers can use it as a valuable indicator. Resistance often reveals flaws in communication, planning or the execution of change. By responding to it constructively, you can improve these aspects and enhance the overall effectiveness of the project.

For example, strong resistance may signal a lack of understanding of the objectives of the change. This can be an opportunity to reaffirm the vision, clarify expectations and realign the team's efforts. What's more, resistance can sometimes reveal opportunities for innovation. Employees who oppose change may have valuable ideas about possible improvements or alternative solutions.

The role of emotions in successful change

Emotions play a crucial role in how individuals perceive and react to change. Managers must therefore be attentive to the emotional reactions of their teams. A positive emotional climate can encourage acceptance and commitment, while a negative climate can exacerbate resistance.

To cultivate a positive emotional climate, it is important to :

Recognise and validate emotions

Don't play down employees' concerns or frustrations. On the contrary, acknowledge them and show empathy.

Create spaces for expression

Provide opportunities for employees to share their feelings and concerns, whether in meetings, discussion groups or anonymous feedback sessions.

Celebrate successes

Recognise and celebrate small victories throughout the change process. This boosts motivation and shows that the team's efforts are appreciated.

Conclusion

Resistance to change is not an enemy to be fought, but a phenomenon to be understood and integrated into your management strategy. By adopting an empathetic approach and carefully planning each stage of change, managers can turn this resistance into an asset.

Ultimately, well-managed change benefits not only the organisation, but every individual within it.

To find out more:

 

Change management: facilitating team buy-in

 

 

 

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