Coping with the Challenge of Change

Change is an ongoing process in the life of every organization. Changes that we are asked to make may be inconvenient, seem unfair, and cause us stress, but we must learn to adjust if we are going to continue to grow and advance.

We change for basically three reasons:

  1. We are bored with old, excited by something new (our choice)
  2. We are told that we must change (not our choice)
  3. A crisis occurs (not our choice)

Reactions to Change:

Some people thrive on change, they are invigorated and challenged by the new. Most people accept change when they have some control and choice. Many resist when the control lies completely with others. Reluctance to change occurs when stability, competency, and security are threatened. When people fear the unknown, they often see more minuses than pluses and respond in predictable ways.

Eight Common Reasons Why People Resist Change: Are You Resisting for Any of These Reasons?

  1. Habit: Most people enjoy routines in their lives. When something or someone upsets their routine, a typical response is to resist.
  2. Uncertainty: Many people fear the unknown. When they don't have enough information, they play out worst-case scenarios in their minds.
  3. Personal Loss: Often a person feels s/he will lose something of value. Economic considerations, change in job status, a physical relocation, new responsibilities, new reporting structures, realignments, and reorganizations are common causes of anxiety. When people are asked to produce more work with less support, they often resist.
  4. Misunderstanding: Sometimes the method of communication leads to a poor understanding of the reason for the change.
  5. Lack of trust: When people mistrust management or the official explanation given for a change, acceptance comes with caution, if at all.
  6. Peer Pressure: Powerful social pressures are brought into play when change threatens to disrupt the current group structure and comfortable working relationships.
  7. Too little time to adapt: When the pace seems too fast or too excessive, most people object.
  8. Short-timers syndrome: When people are thinking of leaving or are close to retirement, they often prefer the status quo.

Dealing with Resistance to Change: Assess Your Hot Spots

When considering the following factors, check the changes most likely to produce resistance or concern in you.

  1. Change in work location
  2. Change in assigned parking spaces
  3. Working schedules
  4. Management/supervisor
  5. Job level/responsibilities
  6. Equipment/new technology
  7. Benefits
  8. Downsizing
  9. Procedure/policies
  10. New coworkers/departing coworkers
  11. Mergers/acquisitions

Unless the change is perceived as an improvement, change in any of these areas often causes some degree of concern or resistance in most people. The degree is determined by the perceived impact it has for our personal and professional well-being.

Coming to Terms with Change: Moving From Resistance to Acceptance

Generally we have four predictable responses to change that we do not initiate. These responses are:

  1. Denial: To deny it means we don't buy it. During this stage it is common to observe people focusing on the "old way" of doing things. Some people withdraw, while others talk about "another program of the month" that will soon be changed in favor of something new.
  2. Resistance may be passive or active. During this stage we may see anger, blame, and attempts to impede the progress.
    Passive resistors use subtle efforts to slow the pace of change. They may appear supportive on the surface, but sabotage efforts behind the scene.
    Active resistors openly disagree and actively lobby against the proposed change.
  3. Consideration occurs when people start focusing on the future. People begin talking again about positive things-new responsibilities, new working relationships, new ideas. They will say things like: I'm not so sure about this, but I can live with that.
  4. Acceptance occurs in varying degrees. Sensitivity of leaders, clear communications, and involvement of key employees will have a critical impact on how people respond. Three common ways are:

    ¨ With enthusiasm: Enthusiastic supporters like the new direction, the new procedures, and the new leaders. When they buy-in, their work reflects their continued commitment to the organization. They support the change and encourage others to do so.

    ¨ With caution: These employees have a "wait and see" attitude. They may like some aspects of the change, but are hesitant to endorse it all.

    ¨ With indifference: Employees who accept with indifference do so because "it's just a job."

Adapting Successfully to Organizational Change

Change brings uncertainty and uncertainty brings fear, anxiety, and in some cases extreme stress. All of these reactions are normal. We all need strategies to help us cope successfully and thrive during turbulent times. The following recommended strategies are ones that will help you cope on a personal level.

  1. Pay attention to self talk. Challenge your mind set.
  2. Admit concerns, but don't act out of anger.
  3. Acknowledge the challenges-look for what's positive.
  4. Ask questions of appropriate people. Listen to explanations.
  5. Keep working. Do something productive instead of nothing. Get work done accurately and on time.
  6. Give new ideas and new people a chance.
  7. Practice effective stress management strategies. Exercise, do something you enjoy, use moderation in all that you do.
  8. Upgrade knowledge and skills as necessary to remain a valuable asset.
  9. Utilize appropriate professional resources if necessary (EAP, Physician, Counselor).
  10. Stand out by fitting in, in a positive way.

Research shows that these steps will contribute to your continued success as you cope with the challenge of change. The only thing you can personally control about change is your reaction to it.