In modern organisations with flatter hierarchical structures, high impact teams are smaller, more agile, and they are structured to benefit from individual specialisation. Although these teams are designed to provide maximum flexibility in a constantly changing environment, likely, an organisation will still experience resistance to change. Overcoming change resistance in the workplace is not necessarily negative and a constant battle. Even though change is ever-present, both in the market and within organisations; transition does not need to be a struggle, especially applying to those assisting the team in the long run. With a proactive strategy, resistance to change is first reduced and then eliminated. There are a few essential elements to eliminate resistance. To change Leadership is organizational, it imperative that leaders who inspire a cultural shift in their staff have the greatest success in managing change. Pricewaterhouse Coopers (PwC) conducted a survey in 2013 on the top 20 UK companies and discovered nearly 2/3 of the staff felt that a top leader is in charge of change management; with almost half were determined that top leaders should be in charge of cultural change. The good news here is that the same number of people also felt that cultural change is part of their responsibility. Unfortunately, only 14% saw responsibility for change management to befall on their shoulders.
The harsh reality is that effective change is determined by having a conducive place in the corporate culture. Here inspirational leadership in hierarchical structures will be most potent and beneficial. To sum up, there are 7 beneficial strategies for overcoming resistance to change in the workplace:
- Structuring the team to maximise its potential
Team members are allocated appropriate roles and responsibilities to apply their skills to their best advantage while providing the potential for personal and team development
- Set challenging, achievable, and engaging targets
Being clear in guidance on goals and targets. Break change projects into smaller milestones, and celebrate achievements. Goals should be seen as progressive and in-line with values and beliefs
- Resolve conflicts quickly and effectively
Utilise the seven methods of care-fronting to regulate and control communicative breakdowns. In the early 1970s, Dr David Augsburger coined the phrase ‘care-fronting’ when describing his innovative approach to conflict management. His premise was that workplace conflict is to be expected. After all, people have different backgrounds, upbringing, values, and beliefs. The traditional approach to conflict management does not include these factors into consideration and instead lead to further and deeper communication breakdowns in the workplace. Care-fronting uses a more holistic approach to conflict management and repairing communication breakdowns. In reality, this means attaining and maintaining working relationships that aid workplace effectiveness and productivity. Unsurprisingly, prevention of communication breakdown requires adeptness in conscious communication. Encourage openness and honesty and engender an environment of mutual trust and respect.
- Show passion
Communicate passionately and be an example of belief in future vision. When other staff see their leader’s behaviour, they will emulate those required by change, more quickly come into line with the new behaviours and become change advocates themselves.
- Be persuasive
Engage employees in change by being an energised leader. Focus on opportunities and persuade rather than assert authority. Share experiences as change is persuaded via stories that focus on positive change.
- Empower innovation and creativity
Give opportunities for feedback and remain flexible to alter the course towards the organisation’s change goals. Encourage employees to be creative, discover solutions to unfolding problems, and become part of the change process. The process is difficult for all staff involved, and the team will be more invested with solutions they have created themselves, rather than those dictated to them.
Remain positive and supportive
People find change unsettling, even though change is a constant in personal lives as well as professional environments. Thus they will require the support of a positive leader who inspires free thought, honest communication, and creativity as personal and team development is encouraged. Employees expect leaders to manage change. Inspirational leaders create a culture where change becomes the responsibility of all.
