02/ 07/ 2007
by Charles R. McConnell
Most people resist change to some extent, but some resist more or less than others. Most people are automatically in favor of change only when changing is their own idea; any other change will meet some resistance simply because it originated with someone other than those who are expected to implement it.
How, then, does a manager get employees to cooperate in implementing a change over which they have no control, such those mandated by external sources or higher management? Depending on the nature of the business, external regulations can be few and simple or numerous and complex. Regardless of source or complexity, however, a change coming from "outside" or "upstairs" is likely to meet some resistance.
Individuals generally resist change because of lack of knowledge of what's coming and because of the way a change is communicated to them. There's nothing like the unknown to cause people to dig in their heels and refuse to budge. Whether they know it or not, most people fear the unknown, and when they don't know what's coming their way or how it might affect them, they resist. Also, by nature most people are continually trying to maintain a state of equilibrium with their surroundings, and a change that includes significant elements of the unknown threatens that equilibrium and breeds resistance.
The manager's role in preparing employees for change involves plenty of up-front communication. He must approach any essential change with a plan that includes thorough communication of the following:
- What is the nature of the coming change, and what do we hope to achieve by adopting it? What will we need in the way of additional information or new or expanded resources?
- Who wants this change? Customers? Top management? The government? Who will benefit from it, and who might be adversely affected?
- Why do we need to do this? Will it allow us to operate more efficiently or provide improved service? If it's a mandate, why is it a mandate, and what are the possible consequences of not complying?
There are three ways a manager can get employees to adopt any particular change, and the two most effective ways require the kind of preparation described above. The approaches are: first, simply giving orders, telling the employees what to do; second, convincing employees of the need for the change; and third, involving employees in determining the nature of the change.
Simply telling people what to do whether they understand or not will rarely get the job done properly. This might work if the employees fear the manager, or if they have such confidence in the manager that they will follow anywhere they're led. This latter attitude is rare, but fear of the boss is more common. This may get the change adopted grudgingly and resentfully and usually not with the best possible results.
The involvement alternative always sounds great, but what's the manager to do about the mandated change, one that has to happen because top management or the government dictates it? There might be limited room for involving employees in how the change gets implemented, but with no control over what has to be done most of the manager's task will lie in the middle alternative: convincing employees of what must be done. The manager's role, then, consists of:
- Shedding any hard feelings about the change before addressing it with employees. If it's mandated you can do nothing about it, so make up your mind to support it. Don't let resentment show; never take an approach that says, "Don't blame me; they made me do it."
- Communicating the reasons for the change to employees. No matter how senseless a change might seem, there are reasons behind it and understanding them will enhance acceptance. The person who understands why is more likely to make an honest effort to make it work.
- Doing everything possible to keep employees fully advised of what's going on and what's expected of them. The more they know, they more likely they are to give adoption their honest effort.
- Faithfully following up on implementation. Without conscientious follow-up, conditions often tend to revert to their former state, so it's necessary to stay on top of implementation until all involved reestablish their equilibrium.
- Recognizing employees for their effort and cooperation. Don't take their compliance for granted; think of how difficult it can be for you to alter your way of doing things, and remember that they're not that different from you.
The only people who are willing to enter into an unknown future are those who are so unhappy with the present that they'll accept any alternative. But the majority function best in change situations when fully prepared for what's coming.
