Changes in Structures and Cultures

¶ … reality in the business world is the need for change. When such a need is perceived in a company, it is almost always going to result in resistance. There are a variety of reasons for this. In order to effectively deal with change and resistance to change in the workplace then, it is necessary to understand the nature of the necessary change as well as the reasons for resistance. In an attempt to understand the nature of resistance, it is important to remember that resistance from employees to change is often a necessary and healthy thing. When it is dealt with effectively, resistance to change can be as beneficial as change itself. The best way to deal with resistance then is to recognize it and use it to implement the proposed changes in the most effective way possible. To do this, it is useful to study the phenomenon not only of change, but also of resistance, and the basis from which it stems.

Change generally comprises three areas of business: the content, the process and the people involved in the change. The content of change relates to the concrete aspects of the change -- the structure, systems and technology within the company that are to be affected. The process is the manner in which the change will occur, including planning, design and implementation. Finally, the people involved include everyone affected by the change, as well as those participating in the process.

Resistance to change can be seen from the viewpoint of all the above areas of change. It could be the result of the perception from employees that a change is occurring in the wrong direction, or for the wrong reasons. This can stem from a personal feeling towards the change or from the point-of-view of the business. It should then be kept in mind that employees are often closer to the customer or client than the manager, and that resistance in this case needs to be recognized as potentially healthy.

Another type of resistance may result from the fact that employees may disagree with the process by means of which the change is implemented. There are a variety of reasons for this kind of disagreement. Employees may for example feel that they are not included in the process, or that their particular interests are not represented in the proposed process of change. They could furthermore feel that adequate communication has not been involved in the decision-making process and that the change is therefore unfair. Another reason for this is that employees may feel overwhelmed by the time and resources necessary to implement the change, and feel that their productivity is suffering as a result, or even that the change requires expertise and training that is beyond what they possess at the time. This kind of resistance is then the result of various kinds of fear. Factors such as communication and feelings of inadequacy are largely responsible for this fear. The management style triggering this kind of resistance is often the command and control style of implementing change. There is a fundamental communication gap between the leaders of change and those whose task it is to implement the changes themselves. Factors that play a role in creating the above-mentioned feelings regarding change are, apart from communication, also low participation, minimal local control and insufficient training.

When external consulting firms are recruited for the implementation of change, resistance is often triggered, because these firms do not understand the dynamics involved in a particular company. The specific needs and requirements of employees are therefore not taken into account as a result of this lack of understanding, and the result is resistance. External consultants and senior executives then work together for implementing the change, while the lower level employees and managers involved are altogether excluded from the process. What occurs in this case then is that the largest portion of employees are not represented, and communication with these employees does not occur before the decision for change is finalized. Instead of open communication, rumors abound, and fears are activated.

When implementing change, it is important to recognize that not only content and process are important considerations, but also the people involved. The most important element of implementing change then is ensuring effective communication. The size of the content of change and the extremity of the process should give an indication of the necessary communication involved. Employees should all be made to feel a part of the implemented change in order to feel the least threatened. Furthermore it is important to collect input from employees in order to effect the change in the most beneficial manner possible. As mentioned above, it is the employees who are most affected by the change and who eventually will work with the content of the alterations. If there are complaints or reserves about this, they should be considered and addressed to ensure that changes do not adversely affect the company.