This investigation stresses that change usually involves an individual's psyche, so there are no concrete textbook answers and solutions to the problem.
Managers and supervisors are the other key group in terms of managing resistance. They are the closest to the frontline employees who ultimately adopt a change. If they are neutral to or resistant to a change, chances are that their employees will follow suit. However, if they are openly supportive of and advocating for a particular change, these behaviors will also show up in how employees react to the change. Benchmarking data shows five key roles of managers and supervisors in times of change, and two of these roles are directly connected to managing resistance to change: demonstrating support for the change and identifying and managing resistance (read more about the ). Remember, though, you must address resistance from managers first before asking them to manage resistance.
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Managers often perceive resistance negatively, and employees who resist are viewed as disobedient and obstacles the organization must overcome in order to achieve the new goals.
• to pressure the government to take action on police violence.
The Prosci and an ADKAR assessment also enables you to home in on the root cause of resistance by identifying an employee’s barrier point and addressing that root cause. ADKAR is a powerful diagnostic tool that can be quickly and easily applied by change management teams, managers and frontline supervisors in formal assessments or in casual conversations.
12 Reasons Why Employees Resist Change in the …
Piderit (2000) points out that what some managers may perceive as disrespectful or unfounded resistance to change might be motivated by an individual's ethical principles or by their desire to protect what they feel is the best interests of the organization.
Organizational Change: 8 Reasons Why People Resist Change
With the knowledge of these primary root causes, change management teams can adequately prepare a compelling case for the need for change that is communicated by senior leaders in the organization. This simple activity targets the top cause for resistance (lack of awareness) and can ultimately prevent much of the resistance a project experiences. You can use additional benchmarking findings and your own experience with change in your organization to craft a list of likely root causes with activities to address and mitigate each one.
Two Reasons Why Companies Resist Change - Forbes
Change management best practices research provides a nice starting point for understanding the root causes of resistance. Results from the 2013 benchmarking study showed some important themes in the top reasons for resistance (reaffirming the results from previous studies). When asked to identify the primary reasons employees resisted change, study participants identified the following root causes:
Creative Change: Why We Resist It
Founded in 1994, Prosci is a change management firm focused on helping individuals and organizations build change management capabilities. Best practices research acts as the foundation for Prosci’s world-renowned change management training programs and tools, including the Prosci ADKAR® Model. Prosci has certified over 30,000 change leaders worldwide through the Prosci Change Management Certification program.