An in-depth worldwide change management research was conducted more than 10 months ago on various strategies for this change. The survey got responses from about 1072 people on the challenges faced by professionals involved in change management initiatives.
Top Reasons behind Resistance to Change
Change management has experienced failure since coming into play. Many of the respondents, revealed poor leadership, failed change, damaged trust and shattered communication.
Their views are summarized under the following themes:
1. Cultural toxicity of failed change
Many of the respondents felt that too much and unsuccessful change can become tiring and build up fatigue. Mismanagement of previous change has made the employees become cynical. Moreover, many employees have personal issues that make them resist change. In most cases, during change, many people will have to lose their jobs; moreover, introduction of technology reduces the number of employees required. Resistance to change can frequently be overcome by teamwork.
The respondents also felt that the management tries to pass of the change as beneficial to them while in real sense. They would be losing their job security. Failed change leads to breaking of promises on the outcome of the change leading to breach of trust. Resistance comes as a result of fear of change. Lack of respect by the management and the employees become unsure of the roles they are supposed to take up after the change.
3. People do not like change
In contrast to most findings, the resistance to change may be found in the people themselves not the change process. Employees work in the same company and perform a certain role for so long that they are too lazy to move. Some people see change as being bothered and do not possess the common sense to see the reality.
Once employees hear of an impending change, they ask what is in it for them. This often cloud their judgment is assessing the risk factors associated with the change. They often resist when they realize that the benefits received from the change do not match the efforts they put in.
Respondents from the research highlight a hole between the thinking of the management and theirs. As a result of insufficient communication, they do not entirely grasp the goals of the change. They are not involved in the change preparation, execution, and decision-making. In case of any arising problem, they are not involved in problem solving early enough.
6. Poor change management
Numerous respondents criticized the management of how they handle the change. Some felt that management lacked leadership skills while others felt that the leadership lacked consistency in the change process.
The Final Verdict
Speeding up change in organizations also heightens demands and expectations of people. The structure and organization of change within a company has major effects on the employees. Speedy and continued failure in change leads to cultural toxicity. Leaders need employee trust and support if any change is to be achieved. The research underscores this. If people are against the change from the beginning, there is no hope for it. Before planning or implementing change, leaders have a duty to assess the situation. Values like communication, trust, respect, and fairness should always be affected. These are underscored facts in the change management research.
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