"Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better." King Whitney Jr.
Change; Why is it resisted, and how can this be stopped?.
Change is becoming an integral part of business in this day and age. The highly aggressive nature of the business world means that businesses cannot allow other companies to achieve a competitive edge over them. Businesses must be streamlined and efficient, and adapting to the market place. This involves the need to be able to change. However, change is not something that comes naturally to the employees of the company, and they may attempt to resist it. Managers must be able to identify the reasons for the resistance occurring, and how to nullify them.
How do employees react to change?.
Employees will react to change in many ways, though their reactions will be themed according to how they perceive the proposed change and their experiences with change in the past. Those who have had good experiences with change, or particularly like the proposed change, will accept the change, and support it. Some will be unconcerned with the change, and will simply accept that it is happening, and neither support or resist it. And then there are those who will attempt to resist or avoid the change. Those attempting to resist the change will hinder the change process in the attempt that it will be stopped and the original system or state of operations will be reinstated. Those attempting to avoid the change may leave the company (Waddell, 2000). Those employees who accept and support the change are not a problem to the manager, and thus do not need to be influenced by the manager in any way. Employees seeking to avoid or resist the change will hinder the progress and overall success of the change, and thus steps must be taken to understand why they are, and how to stop this.