The great philosopher Plutarch wrote, “For we cannot, as Heraclitus says, step twice into the same river, or twice find any perishable substance in the same state; but by the suddenness and swiftness of the change, it disperses and again gathers together, comes and goes.”
To be alive is to experience change in the world and in ourselves. Benjamin Franklin echoes this in his often-quoted truism: “When you are finished changing, you’re finished.” If the wisdom of the ages tells us that change is to be expected, then why do people resist change? Change (especially and ironically when resisted) tends to be a disruption. The new and unknown are scary because we might not have the experience or wisdom to overcome what we’re now facing.
According to neuroscientists, the anterior cingulated cortex in our brain is responsible for detecting changes to status quo. It’s considered our error-detection circuit because it lights up when we notice something new or unexpected. When the error-detection circuit fires, it often creates unwanted emotions like anxiety and fear.
Therefore, more than resisting change, we resist the anxiety and fear associated with the change, and this can cause major problems at work.
Change in the Workplace
A veteran employee retires, prompting multiple internal promotions and a new hire. A client returns feedback that moves a project in a completely new direction. Workers are brought back into the office for more collaboration. Management initiates the companywide usage of a new AI tool.
Any change at work can be seen as disruptive if employees let it be. When major changes are initiated in organizations, workers may fear losing their jobs or having their work-life balance unsettled. They may become bitter if the change isn’t what they want or if they don’t perceive it as fair to them. Big changes can spark big emotions. But even small changes in the workplace —like replacing a drip coffee maker with a fancy espresso machine—might inconvenience or upset people. It all comes down to how you manage resistance towards change.
Types of Change
Change can take many forms in the workplace, and each type of change can impact employees in different ways. Companies may experience the following.
- Structural changes: Mergers, acquisitions, or reorganizations can result in confusion concerning job roles and reporting structures.
- Technological changes: Implementing new software or automation processes often necessitates that employees learn new skills or adapt to different ways of working.
- Cultural changes: Any shifts in company values or leadership styles can influence employee morale and engagement.
While different types of changes bring about different feelings and worries, it is possible to lead people effectively through change, starting with understanding the exact reasons they resist change so much.
Reasons for Resistance to Change
Resistance to change manifests from two dynamic sources: individual psychology and organizational dynamics.
Humans are programmed to fear change because it brings uncertainty to the future. When employees aren’t sure what a change will mean for their working life or general well-being, they may perceive change as a threat to their security, triggering stress hormones and increasing resistance.
On the other hand, organizational dynamics play a part. If changes have been implemented poorly in the past, employees have no reason to trust that new changes will be handled any better. Additionally, if your general company culture is one of resistance to authority or lack of trust in leadership, then resistance to change will be a natural extension of that dynamic. Once you understand the underlying reasons for resistance to change, you can begin to address it effectively.
Overcoming Resistance to Change
Properly managing change in the workplace, and the associated emotions change produces, is critical to overcoming resistance. It truly requires managing each situation with care and action. Change must be directed, not allowed to sweep us along at its will. These are ideas to consider or address when making any changes in the workplace.
- Enhance Communication: Leaders must be transparent in their communication about why change is happening, the benefits it will bring to workers and the company, and what the future will look like when the change is implemented. Explaining the necessity and advantages of change reduces change resistance and makes people more likely to follow willingly—even happily.
- Involve Employees: Seek feedback, ask for input, and take in ideas from everyone who wishes to voice an opinion. Make it easy for people to provide their views by creating a culture of psychological safety. Even Dale Carnegie’s 16th principle says, “Let the other person feel that the idea is his or hers.” Help people invite change in so they feel more relaxed and inspired.
- Provide Training & Support: A great way to overcome change resistance is to help employees adapt through training and support programs. Seminars, workshops, gamified training programs—whatever will work for your teams, put the wheels in motion, and help workers gain new skills and knowledge while also helping them process their feelings about the change.
- Lead with Influence: When changes in the workplace occur, they will be easier to implement if they are led through influence, not authority. This requires building trust and credibility, using collaborative persuasion to gain buy-in for mutually beneficial results.
- Set an Example: Influence often comes from our actions, not our words. Leaders and managers must showcase their acceptance of changes by setting a positive example for others. If there are employees of any level who are embracing changes others are resisting, shine a light on them, and perhaps their enthusiasm will rub off on others.
- Manage Change Directly: Don’t let conflict boil under the surface. Get feedback on changes, manage conflict if it pops up, and implement course correct or revert changes when needed. Don’t get excited about every new change available. Knowing when to avoid unnecessary changes is just as important as knowing when to change.
- Make It Your Culture: If change is expected and encouraged, then make sure that sentiment is reflected in your company values, organizational mission, and the interpersonal culture you’re building. Fostering an environment conducive to change starts with encouraging risk-taking and creativity while providing a safe space where employees can learn from mistakes.
Change Management for a New Era
Research into “change management” took off in the 1980s and ’90s. But no matter how much we learn about human behavior and how to guide it, one thing holds true—building influence is the best way to help others through change in the workplace. In my new book, Lead with Influence: A Proven Process To Lead Without Authority, I walk readers through the steps of facing change without anxiety, responding instead of reacting, and persuading through pushback, all while taking the whole person and their needs into consideration. Explore more ways to lead with influence.