Overcoming Resistance to Change
| "Ask
the group to rank each of the proposed solutions based on
which they feel will make their job easier and more efficient." |
People just naturally resist change. Any type of change whether
it is changing jobs, banks, parking spaces, doctors or—changing
accounting software. Why? Because people become comfortable with
what they know and what they are used to, even when that situation
is clearly not the best. There can be much fear and anxiety about
change, which may cause someone to fight the change, sometimes vehemently.
When a major change such as a change in accounting software is
being contemplated, there can be a fear of failure where the affected
person worries that he or she will not be able to easily learn the
new way of doing things, and that this may put his or her job in
jeopardy. Sometimes, the person may have mastered the existing way
of doing things, but be lacking in educational background for the
job he or she has grown into, and he or she is worried that the
change will expose this lack of knowledge.
How can an organization overcome the resistance to change? There
are several techniques that have proven effective to combat the
fear and anxiety that causes the resistance.
- Make clear to those that are affected the reasons that a change
is needed. Also, discuss the benefits both to the organization
and to the people involved for making a change.
- Get the affected people involved in the search for a solution.
Ask them to put together a “wish list” for the ideal
solution. Use the “wish list” as a tool in evaluating
each proposed solution. Allow them to participate in discussions
or demonstrations of each proposed solution.
- Ask the group to rank each of the proposed solutions based on
which they feel will make their job easier and more efficient.
Use a simple number scale of 1 – 5 with 1 being worst, 5
being best. Total up the scores to see which solution ranks highest.
- Management must always be the ones to make the important decision.
That should not be delegated to the affected group. There are
always other considerations in any major decision such as costs,
logistics, compatibility with future growth plans, etc. that the
affected group may not be in the position to evaluate. Notify
the affected group when a decision is made and, if not the top
ranked solution in the employee’s ranking, explain the reasons
that this solution was chosen.
- Get the affected group involved with planning the transition.
They are going to have plenty of ideas on how best to make this
change. Listen to them and implement the best ideas into a written
plan or outline with a timetable for implementation, if practical.
- Get outside help in the form of a trainer or consultant if implementing
a technical change, like new accounting software. Sometimes companies
spend a lot of money on a new solution, and then look to economize
on the implementation. This can be a major mistake that can delay
the needed change, and cost more money in the long run through
slow implementation or mistakes. The bigger the organization,
the more having outside help becomes important in making a smooth
transition.
- Meet with the affected group several times after the solution
has been implemented to make sure they are still positive about
the change. If not, find out what the problems are (there will
always be some) and then work with the solution provider
to get them solved.
People will always resist change, but by recognizing this fact
and following the steps above, you can minimize the resistance to
change and actually make the change a positive experience for all
involved. The end result of these efforts should be more efficient,
productive employees; which have a direct, favorable impact on the
bottom line of any organization.
Jeff
Hardy is the President of TOPS Software.
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