Changes take place everywhere and every time. Although not all change represents progress – but progress by definition is not possible without change. Facilitating change is necessary to develop an organization. Whether it is an educational institution, manufacturing industry, civic club, Airline Company, etc., there exists a certain commonality to their success, that is changes. Changes of the organization are in line with the goal and vision of success. These changes are mostly triggered by external and internal environment like accountability, changing demographics, staffing, changing technology, knowledge explosion, processes/ways of people and many things. However, as these driving forces are moving forward, something hinders them because changes require the responses and cooperation from the member/staff of the organization. In most cases, problem associated with change is resistance – that is, the forces to maintain the status quo or equilibrium.
But why do people resist?
Change is an attempt to improve the effectiveness of the organization. However, various negative responses occurred from the member depending on the situation and needs. Some are afraid that plan changes might interfere the fulfillment of their personal economic, social and esteem needs. Others like stability and routine of work. They might have invested time and effort in the current system to get good performances and afraid that they will not be able to get the new standards. Resistance also occurs because people were threatened by the power and influences from the implementers or in another way around, changes might threaten the power and influences they are holding on already. Something related to threats to power and influence is obsolete knowledge and skills. Technology is changing which means upgrading our knowledge and skills. Those who keep routine works are afraid that their skills aren’t useful anymore if changes will happen. Other reason that restrain from implementing changes is the collective bargaining agreements, which may take time and efforts to change. Also generally, change requires resources, the capital and people with the appropriate skills and time.
Reducing Resistance
As the goals of the social system change, equilibrium will also change. The concept of force-field analysis by Kurt Lewin that behavioral responses in an organization is not static rather a dynamic balance of forces working in an opposite directions within the organization. These are the driving forces (pressures to change) and resisting forces (resistance to change) and the current condition/equilibrium of an organization is the result of the two forces working against each other. It was pointed out by Lewin that increasing one set forces without decreasing the other would result to conflict. Thus, change agents must assess change potentials and resistance and attempt to change the balance.
Most likely, change implementers introduce new information that points the inadequacy of the current system and point-out the positive possible outcomes of the plan to persuade the member toward moving on the changes, but not as simply as this, it would take time and effort. Resistance can also be reduced when there will be more emphasis and exercise of participation from the members, proper communication so that everyone will understand the goals and vision of these changes. Further, continuous support and commitment toward change from the top-level management is necessary while the change is implemented, and not just showing of during the initiation of change, as well as rewards should be given to those members of the organization for their cooperation.
In an organization where we are associated with, do our administrators and change implementers have the positive attitudes toward reducing resistance? As member of the organization, do we have the positive attitudes toward change?
Eyes on Success 