Why do people resist change?

There’s no doubt that 2020 has brought its fair share of challenges so far, and for many employers and employees those challenges have been especially difficult and uncomfortable.

As we enter another period of uncertainty brought about by rising Covid infection rates, there are a great many businesses – particularly, though not exclusively, within the hospitality and travel sectors – that are facing yet another new phase of change.

Change is rarely easy on anyone, but one simple truth is that it is always easier on the people who have instigated it than it is on those who are on the receiving end of it.

Indeed, change in the workplace and how to manage it has been the subject of countless books on business process. Yet, no matter how much you prepare for it, it’s almost impossible to implement it seamlessly.

And that’s because it inevitably involves human beings, and by and large human beings are notoriously averse to change.

But why is that? Part of the answer lies in the mindset of those implementing it.

There can be very few students of business who aren’t familiar with the principle of the Change Curve.

I don’t intend unpacking that in detail here – you can find reams of information about it online – but the short version is that those implementing change have usually already completed the journey of acceptance before those who will be affected by it even know there’s a journey they need to go on.

One of the traps employers fall into is in failing to understand and compensate for that simple fact. Because they have already embraced the need to do things differently and can see how things will be better in the future, they find it hard to see their former selves reflected in the reactions of others.

Curiosity is interpreted as resistance rather than a quest to be educated. Questions are treated as resistance rather than a process of learning. Legitimate concern and challenge are seen instead as overt rebellion.

And none of it is helpful – either to the employer or the employee.

In order to reach the promised land that lies on the other side of a change process, people need to be given the time (and be allowed) to grieve for the way things have been up to now. That involves a good deal of denial, too.

So, what are the common causes or traits of resistance during times of change?

Trying to prove that the decision to change is ‘wrong’

If someone resistant to change (usually because they’re not yet in a place where they can either understand the need or future benefit of it), they will often commit emotionally to seeing the process fail.

These are people who need support to see the logic of the future path the business has set out. It’s important, though, to set fair and realistic boundaries.

The financial health and viability of the business is critical and there comes a point where a resistant individual must understand they need choose whether they want to be part of the solution rather than part of the problem.

Anxiety

Often, an person’s resistance is a by-product of a crisis of confidence – the fear that he or she won’t be able to adapt to a new way of working or won’t be able to do what is going to be asked of them.

It’s important that if there is likely to be a training need in the aftermath of change that this is identified, and a plan is established to deliver it. Communicating the message that ‘no-one gets left behind’ is a powerful motivator for acceptance.

Poor execution

It may be that the principle of change in and of itself isn’t the issue but rather that the practicalities of the process of change have been announced and then implemented clumsily or insensitively.

It’s important, when determining a path for change, that an implementation plan is agreed and adhered to. This plan will include a communication strategy that is inclusive and supportive, identification of any training needs that might be required either now or in the future and a phased timetable for implantation.

Even with a well thought-through strategy and approach, it’s unlikely you’ll avoid resistance completely – but the likelihood of getting through the process quickly and emerging with your business culture and ethos intact is much greater.

And remember, change is often for the better. As Henry Ford once said, “If I’d asked people what they wanted, they’d have said ‘faster horses’.”

If you need advice on how to manage a change process, why not get in touch and see how Constantia Consulting can help you to make the right strategic decisions for your business.