“Action and reaction, ebb and flow, trial and error, change — this is the rhythm of living. Out of our overconfidence, fear; out of our fear, clearer vision, fresh hope. And out of hope, progress,” to quote Bruce Barton, turn-of-the-century U.S. writer, advertising guru and politician. This statement, while profound, also captures the very essence of the process of change with its uncertainty, fear, trepidation, hope and eventual progress. Those in the throes of change may view it differently — from the visionaries who spearhead the process, to those who naturally resist any type of change.
Organizations implementing change may find that some individuals will be uncomfortable with the change and this will bring about resistance. If not understood and carefully dealt with, the resistance may cause a fair amount of tension and conflict undermining any positive outcome.
For individuals, purposes and production in life revolve around three major needs: to be respected, to be viewed as competent and to belong. These needs are the motivators affecting decisions to accept or resist change. These decisions are made through examining facts, looking at belief systems and deciding how one feels about the change.
This thinking process involving facts, beliefs and values, helps one evaluate what is important. Ask two people about their perceptions of an incident, and you may get two different points of view. Facts can be distorted, because people act on the perception of reality rather than on the reality itself. Holding to the perception that beliefs are indeed facts will make it difficult to see an issue in true light. Although both facts and beliefs are important in decision-making, it is one’s values that have the final say, ultimately affecting choices.
Values, therefore, guide decisions and set the parameters. In his book, Making Change Possible, Ken Hultman says about 90 per cent of values are programmed from people’s surroundings by the time they reach the age of 10. It is no wonder values are well ingrained by the time people reach adulthood.
When faced with the prospect of change, there are factors that can help lessen resistance to it. First, someone needs to examine personal needs and ask, “What effect will this process of change have on me personally? Will it help my self-esteem and improve my relationships with others? Will it help me move forward in the company?” Remember, the bottom line for all is, “How will this change affect me?”
The basic human need is to feel a sense of worth. Employees will resist any changes that contradict their values because these values are deeply rooted beliefs that affect the direction of their lives.
After considering needs, the thinking process begins. Based on the facts surrounding the impending change, people typically think, “Has it worked elsewhere and improved other situations and will it work in my situation?”
Feelings are also a part of the change process and act as the gatekeeper through which thoughts must pass before action is taken. After determining the extent to which one’s values and needs have been met, a person is now ready to make a decision.
There are other reasons why employees resist change. They may feel that there is no need for the change, that it is too risky, or that the process is being handled poorly and so there is no confidence in it. There may also be a lack of trust in the process itself, especially if the change goes against values. Therefore, it is important that trust be established first before any change can be accepted. If the vision directing the change is made clear and all concerned are actively participating in the process, then even the more reluctant individuals will be encouraged to get on board. This will be the momentum needed to carry the change process through to success, and ultimately create a feeling of camaraderie and purpose.
After values and needs have been satisfied, adding one more element can solidify the acceptance of change. That element is humour. Change has the ability to create stress and conflict. Conversely, shared humour among employees can create camaraderie, build morale and team-spirit, while improving mental flexibility. The leader with a humorous outlook, who promotes a “light” atmosphere in the workplace, will find it easier to implement change than will an authoritarian leader. Humour helps look at issues from a different perspective and opens minds to new ways of doing things.
The CEO of a computer company saw the need to introduce a new computer operating system in his company. He was aware that the change could cause stress and resistance among the employees. So to help ease the resistance, he decided to have a contest. The employees were asked to post humorous computer cartoons on bulletin boards. He offered prizes for the best cartoons, and it wasn’t long before the bulletin boards were filled. He then chose some of the more humorous and easy going people in the company to train their fellow employees in the new system. At the end of the training period a barbecue was held to celebrate their accomplishment, and with it the promised prizes. These activities helped make the company’s adjustment to change a qualified success.
The motivation for accepting or resisting change involves facts, beliefs, values, and the entire thinking process. Most importantly, however, if the transition to change is to be successful, consideration must be made to meeting individual needs. Helping oneself and others adapt to change can be a challenge, but by everyone participating in the process and all “lightening up,” change will be more easily accepted.
Audrey Pihulyk is a writer and motivational speaker who emphasizes humour to reduce stress and increase productivity in the workplace. She can be reached through her Web site at www.possibilitiesnetwork.com or 1-866-484-2197.
Organizations implementing change may find that some individuals will be uncomfortable with the change and this will bring about resistance. If not understood and carefully dealt with, the resistance may cause a fair amount of tension and conflict undermining any positive outcome.
For individuals, purposes and production in life revolve around three major needs: to be respected, to be viewed as competent and to belong. These needs are the motivators affecting decisions to accept or resist change. These decisions are made through examining facts, looking at belief systems and deciding how one feels about the change.
This thinking process involving facts, beliefs and values, helps one evaluate what is important. Ask two people about their perceptions of an incident, and you may get two different points of view. Facts can be distorted, because people act on the perception of reality rather than on the reality itself. Holding to the perception that beliefs are indeed facts will make it difficult to see an issue in true light. Although both facts and beliefs are important in decision-making, it is one’s values that have the final say, ultimately affecting choices.
Values, therefore, guide decisions and set the parameters. In his book, Making Change Possible, Ken Hultman says about 90 per cent of values are programmed from people’s surroundings by the time they reach the age of 10. It is no wonder values are well ingrained by the time people reach adulthood.
When faced with the prospect of change, there are factors that can help lessen resistance to it. First, someone needs to examine personal needs and ask, “What effect will this process of change have on me personally? Will it help my self-esteem and improve my relationships with others? Will it help me move forward in the company?” Remember, the bottom line for all is, “How will this change affect me?”
The basic human need is to feel a sense of worth. Employees will resist any changes that contradict their values because these values are deeply rooted beliefs that affect the direction of their lives.
After considering needs, the thinking process begins. Based on the facts surrounding the impending change, people typically think, “Has it worked elsewhere and improved other situations and will it work in my situation?”
Feelings are also a part of the change process and act as the gatekeeper through which thoughts must pass before action is taken. After determining the extent to which one’s values and needs have been met, a person is now ready to make a decision.
There are other reasons why employees resist change. They may feel that there is no need for the change, that it is too risky, or that the process is being handled poorly and so there is no confidence in it. There may also be a lack of trust in the process itself, especially if the change goes against values. Therefore, it is important that trust be established first before any change can be accepted. If the vision directing the change is made clear and all concerned are actively participating in the process, then even the more reluctant individuals will be encouraged to get on board. This will be the momentum needed to carry the change process through to success, and ultimately create a feeling of camaraderie and purpose.
After values and needs have been satisfied, adding one more element can solidify the acceptance of change. That element is humour. Change has the ability to create stress and conflict. Conversely, shared humour among employees can create camaraderie, build morale and team-spirit, while improving mental flexibility. The leader with a humorous outlook, who promotes a “light” atmosphere in the workplace, will find it easier to implement change than will an authoritarian leader. Humour helps look at issues from a different perspective and opens minds to new ways of doing things.
The CEO of a computer company saw the need to introduce a new computer operating system in his company. He was aware that the change could cause stress and resistance among the employees. So to help ease the resistance, he decided to have a contest. The employees were asked to post humorous computer cartoons on bulletin boards. He offered prizes for the best cartoons, and it wasn’t long before the bulletin boards were filled. He then chose some of the more humorous and easy going people in the company to train their fellow employees in the new system. At the end of the training period a barbecue was held to celebrate their accomplishment, and with it the promised prizes. These activities helped make the company’s adjustment to change a qualified success.
The motivation for accepting or resisting change involves facts, beliefs, values, and the entire thinking process. Most importantly, however, if the transition to change is to be successful, consideration must be made to meeting individual needs. Helping oneself and others adapt to change can be a challenge, but by everyone participating in the process and all “lightening up,” change will be more easily accepted.
Audrey Pihulyk is a writer and motivational speaker who emphasizes humour to reduce stress and increase productivity in the workplace. She can be reached through her Web site at www.possibilitiesnetwork.com or 1-866-484-2197.
