In a world of fierce competition and ever-changing government constraints, change is inevitable for any organization and crucial to its profitability and survival. However, any change, whether in technology, strategy or manpower, has the potential to cause disruption to organizational work as well as interaction patterns. Inherently, people tend to resist change if they have not been adequately informed about it. The reasons are usually your own insecurities about financial loss, uncertainty, inconvenience, and a sudden break in the pattern of your social life.
Strategic management has some basic ingredients such as reward systems, operations, culture, human resources policies, training, CSR, etc. It’s best to avoid frequent reorientation because it’s not easy to get everyone to understand, think, and work strategically in the same spirit. We find that, as a way of showing their resistance to change, workers often resist strategy implementation through absenteeism, sabotaging machines, spreading wild and destructive rumors, spreading false complaints, etc. .
Very often resistance to change is noted simply by a lack of awareness and understanding of its need.
How to manage resistance to change
- Effective communication – Communication is the key to preventing misinformation and the spread of rumours. It helps allay fears and makes everyone in the organization feel part of the implementation of the strategy.
- proper planning– Establishing a scenario for change is just as important as implementing it afterwards. Proposed changes should be worked out in detail so that they can last a reasonable period of time without having to resort to frequent changes. It is also important to allow time to reflect on the various repercussions. This would include retention, relocation, training, financial expense, perceived need, influence on morale, reward structure, etc.
- Protection of Interests– No change can occur without a minor impact on one or the other. Therefore, it is important to offer a protection umbrella to those employees who are potentially susceptible to suffering some damage due to its application. Never implement a policy that leads to reductions in pay or lower rating when it comes to job classifications.
- man management– Strategies for those employees who are likely to be fired or who are not happy with the change should include:
- voluntary transfers
- Allowing them to bid for new jobs/higher qualifications.
- Provide generous allowances when downsizing is unavoidable so employees feel their interests have been properly served.
- Ensure that the dignity of workers is maintained.
- Reward those who react positively to change.
- Provide recycling opportunities
- Guarantee higher salaries for demanding positions.
- Provide adequate financial incentives
- Consider older employees and give them preference over new ones.
- Involve them in planning and implementing the change.
It is important to develop the organizational climate that is conducive to change. Changes should be made as gradually as possible. Remember, people are much more tolerant of evolution than revolution. Therefore, preparations for the change must be made in such a way as to smooth the transition.
A pragmatic approach to planning can make all the difference.