Trevor E S Smith | Why we resist change: Leaders, listen!

Have you been in a ‘change initiative’ recently? How did it work out?

At some point, be it in our families, larger group, organisation, community or at the national level, a degree of planned change is required. When the degree of change is limited, it can usually be implemented without much resistance. However, when the change is fundamental and transformational, obstacles abound. Resistance is inspired by multiple reasons and is played out in different forms.

Understanding the mechanics of resistance to change is helpful to all stakeholders. Here are some reasons why ‘followers’ might resist significant change.

ANCHORS

Determining when fundamental change is required is the source of much conflict. Without anchors, we would be constantly drifting. Our identity would be lost. So, attachment to what anchors ‘who we are’ is natural. Even when we are not satisfied with the existing conditions, we seek safety in what anchors us instead of venturing into the unknown.

At times, we are only motivated to accept the need for fundamental change when things fall apart to such an extent that we are forced into survival mode. Leaders need to consistently provide information that challenges our comfort with the present; help us to appreciate the gap between what is and what could be; exposes us to relevant examples of a better future.

RISK AVERSION

Our mindset, with respect to risk, plays an important role in our willingness to buy into fundamental change. Fear can become the enemy of progress. Leaders need to show us how to safely get to the envisioned future.

HISTORY

We ignore the past to our own peril. Those advocating fundamental change must pay careful attention to the history around the situation. What are the beliefs, habits and norms that we bring to the table?

What do we hold to be the identity of the group – its values and the very reason for its existence?

What did our forefathers and pioneers stand for, and what are key historical events that are etched in our memories?

These factors can place large boulders in the path of transformational initiatives. Leaders must align the change with what we hold dear.

SYSTEMS AND STRUCTURES

Sometimes it is not our fault that change initiatives get stuck or derailed. In many cases, the system is rigged to protect the status quo.

If you deny us the training and the basic resources that we need to effect the planned change, we are not likely to succeed.

Your call for innovation and self-directed thinking is frustrated by tightly controlled, hierarchical structures.

A lot of answers as to why we resist change can be found in a careful examination of systems and structures, and the policies and procedures that they spawn.

As agents and sponsors of fundamental change, leaders would do well to undertake a systemic review of relevant systems and structures that stand in the way.

WHAT’S IN IT FOR ME?

We are concerned about jumping out of the frying pan and into the fire.

We want to get ironclad guarantees, in concrete terms, that we personally – not the group or the organisation or the nation – will be better off in the transformed state.

Many change initiatives fail because leaders have not taken the time to collect information on our concerns and to communicate how our needs will be addressed in the change process.

VESTED INTEREST

Yes! We will put up stubborn resistance to change if we sense that it threatens our stake in the game.

If this change is going to cause us to be worse off financially, or that our value or influence is going to be diminished, then we will resist. We might fight intellectually by presenting arguments. Alternatively, we may use our influence to rally others to resist. Leaders need political skills to lead fundamental change.

The issue of whether fundamental change is implemented will be impacted by the balance of influence and power among those who have the vision to anticipate the future and those whose view is blinkered.

PERSONALITIES

We might accept the need for change and like the plans, but have issues with the people involved in the change. Talk to us about how to fix the people issue and we are good to go.

CHANGE FATIGUE

Again?! No, this is like a merry-go-round.

NOTE

Our SHRM-backed 3-D leader certification and ICF-accredited Certified Behavioural Coach programmes prepare leaders to guide change effectively.3-D leader certification: leading dominant, difficult and diverse personalities. October, 2019.

ICF/SHRM-backed certified behavioural coach programme, September 19 – enrol now! Call: (876) 315-1345, info@successwithpeople.org.

- Trevor E S Smith/Success with People Academy, interpersonal relations, group dynamics and performance-enhancement specialists. Providing learning & empowerment and productivity-enhancement technology solutions. Behavioural assessments from Extended DISC on the revolutionary FinxS Platform. Email: info@successwithpeople.org.