In any manufacturing facility, managing change can create great momentum and benefits, or cause catastrophic disasters. This is the same whether we are working on installing a new piece of equipment or infrastructure, or modifying a person's behavior or tasks. Edward Deming said that businesses must change and seek ways of continually improving.¹ Most readers have had to implement a change at some point that involves their staff and employees. Sometimes it has gone well, and sometimes it has not. Social scientists have long studied this phenomenon. The sheer number of books and articles on the topic is overwhelming. The amount of literature on this topic is a testament to our struggles and desperation to understand change management. 

Kurt Lewin developed a three-step model to organizational change (unfreezing, moving, and freezing) in 1947.² Edgar H. Schein has elaborated this model into the following steps:³

Stage 1: Unfreezing: Creating the Motivation to Change 

• Disconfirmation
• Creation of survival anxiety or guilt
• Creation of psychological safety to overcome learning anxiety

Stage 2: Learning New Concepts, New Meanings for Old Concepts, and New Standards for Judgment

• Imitation of and identification with role models
• Scanning for solutions and trial-and-error learning

Stage 3: Internalizing New Concepts, Meanings, and Standards

• Incorporation into self-concept and identity
• Incorporation into ongoing relationships

Both models are helpful in providing a framework for change management. While this article is not intended to be a literature review of theories on organization change, it discusses some fundamental factors for understanding and overcoming resistance to change.

Change Resistance: Causes 

It is helpful to understand why some people overwhelmingly embrace change, and why some dig in their heels and refuse. Rosabeth Moss Kanter summarized reasons for change resistance into 10 categories:⁴ 

1. Loss of control. Change can disrupt people’s sense of autonomy and control over their work.
2. Excess uncertainty. People resist change when they feel uncertain about its outcomes, fearing the unknown.
3. Surprise, surprise! Sudden or unexpected changes can cause resistance, as employees are caught off-guard and unprepared.
4. The difference effect. The change can impact familiar habits and require people to change their routines.
5. Loss of face. Change can imply that the old ways were wrong, leading to feelings of embarrassment or loss of pride among those who supported or created previous systems.
6. Concerns about future competence. Employees may feel that they lack the skills needed to succeed in a new environment, creating anxiety and resistance.
7. Ripple effects. Changes in one area can have unforeseen consequences in other areas, creating a chain reaction of resistance.
8. More work. Change often requires extra effort during the transition period, which can create resistance if employees feel overburdened.
9. Past resentments. Previous negative experiences with change can cause employees to resist future changes, even if the current change is unrelated.
10. Real threats to power. Change can threaten the status, power, or influence of certain individuals or groups, leading to resistance from those in affected positions.

Kanter's categories highlight the psychological and practical reasons why employees might resist change, emphasizing the need for thoughtful management of the human side of change initiatives. 

Change Resistance: Displayed Characteristics

Some of us are very conscious of our resistance to change, and some are not. The signs could be overt and blatant, or more covert and subtler. Some people may actively resist by expressing disagreement, arguing, or openly criticizing the changes. They may nitpick decisions or verbiage, or vigorously insist the old way is superior. They may deliberately sabotage by obstructing or undermining the change effort, or by organizing a formal protest.

Examples of how this can manifest include sarcastic remarks, deliberately missed meetings, or a demonstrated lack of respect (e.g., creating other conversations so that people are not paying attention to the primary speaker). Some people may exhibit more passive symptoms, such as ignoring new instructions and hoping they go away, delaying tasks that are associated with the change, or even superficially complying without effort. Other people may withdraw or refuse to provide input or feedback. People may also exhibit emotional reactions like feeling upset or anxious, which can reduce morale and job satisfaction. Some may privately belittle or devalue the changes. 

People display resistance to change in various ways, which can manifest both emotionally and behaviorally.

Change Resistance: Strategies to Manage 

It is very important to approach the situation with empathy, compassion, and patience. Depending on your personality type, some of these characteristics do not come naturally, and so a manager must be deliberate and prepare themselves beforehand. Think before you speak, and analyze your body language to ensure you are engaging with your staff and not creating an authoritarian front.

The best way of communicating a change is by building relationships prior to the exchange. Understand your staff's personalities and what resonates with them. Also ensure that the right person is delivering the message. Create a change champion and engage key stakeholders early—a shift supervisor or team leader who has worked with everyone may be a better messenger than a project manager or a person from corporate management. 

Communicating the Need for Change

Determine who is the right person to approach the team. If you do not have a relationship with the team, then who does? Also understand the team dynamics—who is the natural leader of the group, and who are the people that may help or hinder the project? Determine a strategy for how to manage those people. Would a one-on-one meeting be better, so you can diffuse a potential situation and address their concerns directly? Leading by example is essential. Leaders must be visibly committed to the change; their enthusiasm and involvement can inspire others to follow. 

Many times, people are uncomfortable with change because they do not understand it. Ensure that your message is transparent and honest; do not obfuscate. Also, do not take away an employee's power. As adults, we are uncomfortable with loss of authority and responsibility. Allow people to share feedback and weigh in on their experiences and the changes they would like to see. If possible, provide tactics to address these requests. Be willing to be flexible and utilize some of their ideas and methods. Involve people in the process, and foster a culture of trust. 

SMART Method

A sense of urgency is also important. People are often motivated to change when they fully understand the risks of not changing. In addition, set clear and achievable goals. Use the SMART (Specific, Measurable, Attainable, Relevant, and Time-based) method to establish milestones and goals. Make sure to include some short-term wins that show momentum and progress, which will help build confidence and reduce skepticism. Furthermore, you might consider providing incentives and/or rewards. Reward and acknowledge individuals or teams who adapt well to the change (e.g., with praise, incentives, or formal recognition). 

SWOT Analysis

Prior to the discussion about the impending change, perform a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. SWOT is a comprehensive strategic tool that allows you to analyze and devise a game plan, informed from a place of knowledge and awareness of your strengths and weaknesses. 

Successfully Navigating Change Management

By adopting a thoughtful, empathetic, and inclusive approach, leaders and managers can reduce resistance and help employees navigate change more smoothly. Managing resistance is about fostering understanding, trust, and collaboration while addressing concerns proactively. Pick your change champions. Understand your weaknesses and strengths, and develop strategies to overcome resistance. 

While you are in the middle of a project, it is important to not become overwhelmed by your responsibilities. Remember the old adage, "How do you eat an elephant?" The answer: one bite at a time. Take time to divide the project into manageable steps. Remember to do a debrief as well—discuss what went well and what did not. This way, you can reuse the successful strategies and be ready to try a different tactic for those strategies that did not go as well as expected. 

You will survive! Good luck! 

References

¹ Deming, W. E. Out of a Crisis. MIT Press, 1986.

² Lewin, K. "Frontiers in group dynamics: Concept, method and reality in social science, social equilibria, and social change." Human Relations 1 (1947): 5–41.

³ Schein, E. Organizational Culture and Leadership (4th Ed.). Jossey-Bass, 2010. 

⁴ Kanter, R.M. "Managing the human side of change." Management Review 74 (1985): 52–56.