Over the years I’ve heard so many leaders and even HR practitioners promote the idea that employees resist change. It appears in countless publications that are used as guides for change. The approaches adopted using the mindset that employees are resistant to change drains those impacted and often condemns needed change to failure. It’s one reason why more than 50% of organisational change efforts fail.
Many of those impacted by organisation change don’t set out to resist change. They may react negatively to change because the change program is mechanistic, dealing with the structure, but failing to deal with how the system change impacts all stakeholders. The approach erodes trust between the organisation and its workforce.
Rather than assume employees will resist change ask what do we need to do to scaffold them on the journey so they are resilient rather than fearful. By scaffolding all stakeholders in a way they enhances residence, a human centred approach to change, the potential for success is significantly enhanced.
This article offers 12 actions that can produce a healthier, resilient, outcome when an organisation embarks on change.
“Resilience is not just something just inside individuals; it is the result of how well our environments provide the resources we need to cope with a crisis. The better a business is at making its own, and its employees’, well-being sustainable, the better it will survive the next major economic, social, or health care challenge.”