Dealing with Resistance to Change
Resistance to change in business by workers is a common problem. Employees may be unwilling to embrace new ideas and resist efforts to adopt new modes of operation or technology. Business leaders should understand the origins of resistance to change, how it manifests itself, and what can be done about it. Workers often have reasons for resisting change. They may be accustomed to their familiar ways of doing things and feel that no one else does anything differently.
According to Sudberg, workers resist change because of their lack of knowledge. Employees resist change because they do not understand its reasons and how it will affect them. Workers have limited skills, experience, and understanding of how their job differs from those doing similar work. Work may have a vital emotional element. Workers may not like to risk losing their jobs to competitors or new employees when their jobs have a crucial personal component. Work may have a vital union component, and employees are more reluctant to accept a change that would mean the loss of their jobs or diminish their benefits, even if the work is more demanding.
According to Jordan Sudberg resistance to change in business by workers is a common problem. Employees may be unwilling to embrace new ideas and resist efforts to adopt new modes of operation or technology. Business leaders should understand the origins of resistance to change, how it manifests itself, and what can be done about it. Workers often have reasons for resisting change. They may be accustomed to their familiar ways of doing things and feel that no one else does anything differently. Workers resist change because of their lack of knowledge. Employees resist change because they do not understand its reasons and how it will affect them. Workers have limited skills, experience, and understanding of how their job differs from those doing similar work. Work may have a vital emotional element. Workers may not like to risk losing their jobs to competitors or new employees when their jobs have a crucial personal component. Work may have a vital union component, and employees are more reluctant to accept a change that would mean the loss of their jobs or diminish their benefits, even if the work is more demanding.
Sudberg also states that workers resist change because it makes them uncomfortable. When the status quo is revised, workers probably will experience some discomfort. Workers may feel their skills and abilities are inadequate to get the job done. In addition, they may be reluctant to change to a new way of doing things because they fear the unknown and don’t like changing their work routine or structure. He also states that workers may fear a loss of control. Workers may not welcome the prospect of relinquishing control to a different worker, supervisor, or system. Many workers feel a personal attachment to the people they work with, and they may resist the thought of the loss of their emotional connection with their workmates. They may also feel that failure at work would result in losing control at home.
According to Sudberg resistance to change may be due to the worker’s perception of emotional or financial loss. Workers may perceive that a new system will mean a loss of status or salary reductions. Workers may resist change because not all employees are highly paid, and some have low pay. Former employees will resent being replaced by an employee with higher pay than they do. Paying less to a new employee than they receive in a current position may cause workers to resent it.The failure to achieve effective change management is due, in part, to resistance by workers. Resistance to change may result from a lack of understanding of the reasons for change. Resistance can also stem from employees’ perceptions that they will be treated poorly by supervisors or new coworkers. As a result, workers may not welcome the introduction of new ways of doing things. Change in business by employees is often resisted by them. Workers do not like to lose their jobs or see others replaced with less skilled or less experienced personnel.
Jordan Sudberg also states that workers resist change because it makes them uncomfortable. When the status quo is revised, workers probably will experience some discomfort. Workers may feel their skills and abilities are inadequate to get the job done. In addition, they may be reluctant to change to a new way of doing things because they fear the unknown and don’t like changing their work routine or structure. He also states that workers may fear a loss of control. Workers may not welcome the prospect of relinquishing control to a different worker, supervisor, or system. Many workers feel a personal attachment to the people they work with, and they may resist the thought of the loss of their emotional connection with their workmates. They may also feel that failure at work would result in losing control at home.
Jordan also states that resistance to change may be due to the worker’s perception of emotional or financial loss. Workers may perceive that a new system will mean a loss of status or salary reductions. Workers may resist change because not all employees are highly paid, and some have low pay. Former employees will resent being replaced by an employee with higher pay than they do. Paying less to a new employee than they receive in a current position may cause workers to resent it.
The failure to achieve effective change management is due, in part, to resistance by workers. Resistance to change may result from a lack of understanding of the reasons for change. Resistance can also stem from employees’ perceptions that they will be treated poorly by supervisors or new coworkers. As a result, workers may not welcome the introduction of new ways of doing things. Change in business by employees is often resisted by them. Workers do not like to lose their jobs or see others replaced with less skilled or less experienced personnel.