Even
when necessary, change can be difficult; it can also lead to unknowns, which
can be scary. These feelings not only
lead to reluctance, but also to excuses.
As Brown (2011) stated “members may have a psychological resistance to
change because they want to avoid uncertainty” (p. 152). This opposition can manifest itself into
excuses, many of which were referenced by Watkins (n.d.), these justifications
for avoiding change can have a large impact on the culture of the
organization. When others hear coworkers
making negative comments about the impending change one of three things happen,
they either join in, ignore them, or they disagree and confront them.
I
have not only heard coworkers using these excuses, I have been guilty of using
them myself. Early in my teaching career,
I was very resistant to change, especially if I did not understand the
reasoning behind it, or if I flat out disagreed with the direction the
organization was heading. I am a big
believer that education is the backbone for overcoming the resistance to
change. I truly believe that misunderstanding
and uncertainty are the main reasons behind resistance, both of which can be
addressed by offering information and education around the idea of and reasons
for the change. Communication is the
best way to convey information to others, and by communication, I mean
listening as well as speaking. The
person who is resistant may have a valid point, fear, or concern which can be
handled by simply listening and making sure both sides understand each other. Brown (2011) pointed out that “an effective
communication program can minimize the uncertainty and fear of the unknown
associated with change” (p. 154). Even
if an agreement cannot be reached, at least the avenue of communication has
been opened.
On
the other side of the coin, initiating change can also be difficult. In his talk, Godin (2009) stated that tribes
drive change; I would have to agree with him.
While we all like to believe that one person can bring about change,
while they can initiate the change it often takes a following to make the
change happen. As Godin (2009) talked
about the key to finding a tribe is to find a group that has a yearning and
lead them. This can be the easiest and
best way to lead change, there is little resistance in the group, which will
put forth a strong and unified front.
I
was able to relate to Godin’s (2009) explanation of heretics and the circle it
creates. The idea that if a leader tells
a story, connects with a tribe, leads a movement, and then makes a change. This seems simple yet is able to produce a
large outcome. I feel this is one
technique I would use throughout my professional career, due to its simplistic
yet effective method. Another theory
Godin (2009) pointed out was to ask yourself three questions when it comes to
change: who are you upsetting, who are you connecting with, and who are you
leading? Sometimes the who is more
important than the what when it comes to change, as we can all think of a time
when a leader was tried and fail to make change not because the change was a
bad idea but because the people backing them were not the right people.
Change
is one of the most difficult situations for an organization, even when it is a
welcomed change. There are always going
to be differences of opinions and resistances to one part of the change or
another, the key is to find the best way to deal with these struggles and it
starts with communication. Whether a
leader is trying to find a tribe to help make a change or helping an employee
understand the change that is currently happening, communication will always
help.
Brown, D. (2011). An experiential
approach to organizational development (8th
ed.).
Upper Saddle River, NJ: Prentice Hall.
Godin, S. (2009). The tribes we lead. Retrieved August 28,
2016, from
http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead
Watkins, D (n.d.) 50 Reasons Not to
Change!, [Prezi Presentation]. From
http://www.fastcompany.com/magazine/00/change.html
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