One would think that after overcoming hurricanes, earthquakes, lockdowns and a global pandemic, we would be experts in managing changes in organizations. However, human behavior is much more complex than that. A change in our work process, no matter how small it may seem, produces anxiety, distrust, and resistance in most cases.
I say that human behavior is complex because workplace changes can be favored by one person and detested by another. And we hear comments from the organization of the type: “we cannot please everyone,” which is true. But what can we do to make it better?
Consider the following four recommendations:
1. Recognize that change can produce a negative response from some employees.
2. Communicate in advance and provide as much information as possible to all employees.
3. Listen to the concerns of all employees and respond to them clearly and honestly.
4. Provide support to people who show more resistance or negativity to change.
When we assume or generalize the results of change initiatives and ignore the exceptions (those people who require more support), we fail to demonstrate that we value each person in the organization. We are all different, and there is no single way to respond to situations. It is by seeking to understand the other, knowing their point of view, and helping them manage their individual needs that we ensure success in change processes.
With the pandemic event, many employees transferred their jobs to homes; others have had to go to their workplace with new protocols where they are required to continuously wear masks and perform additional registration or cleaning tasks. Many of us have had to learn to use new technologies and turn on the cameras to do our work. Each one adjusted to a new reality. How are we going to cope with additional change? To a different work scenario, to the classroom in person but without contact, to the adjustment represented by the new changes that will come soon?
I go back to my previous recommendations. Leaders must keep the communication channel open with their employees. Prepare the ground for the changes they anticipate. Identify possible questions and have the answers to build clarity and credibility with people. The negative response and resistance are expected behaviors in the face of change. It is possible to minimize them and achieve greater effectiveness in the implementation of organizational changes.
Download the 1:1 Meeting Guide to promote effective conversations between supervisors and employees in the Resources section. Refer also to this other article:
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About the author: Wilda M. Torres, PhD in Industrial Organizational Psychology; President and Founder of Evvolution Consulting; Senior Consultant Organizational & Leadership Development.
Copyright 2021 Wilda Torres Dba EVVOLUTIONPR. All Rights Reserved.
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