How to overcome resistance to change in business?

Change is essential to remain agile and competitive in a fast-moving market, and is an integral part of the life of all companies. However, one of the common obstacles to most change processes is the resistance of employees, essential to the project’s success. How can you overcome resistance to change in your company in order to successfully carry out its transformation with the commitment and support of your teams?  

Understand resistance to change and its causes

First of all, it is important to understand the origins of the fear of change in a company, as well as the different forms of resistance in play.

The factors of resistance to change

According to Rosabeth Moss Kanter, professor of business management at Harvard, the main factors of resistance to change are:

• Fear of losing control.
• Uncertainty about future steps and actions.
• Lack of information about the ins and outs of the project (objective, constraints, impacts, etc.).
• Lack of confidence, and fear of not being up to the task.
• The feeling of confusion caused by the disruption of reference points, routines and habits.

In addition, the cause of resistance to change can be individual (loss of reference points, upheaval of habits, fear for one's job, lack of confidence in oneself and one's skills, fear of the unknown, etc.) or collective and organisational (change in the company's values, operating mode, hierarchical systems, organisational model, management style, social climate, etc.).

The different forms of resistance to change

It is also important to understand that resistance to change can manifest itself in different ways. In his book "In Praise of Change", Gérard-Dominique Carton, a former executive, therapist and HRD, differentiates four main forms of resistance to change in companies:

• Indifference or inertia: the employee does not protest, but does not participate in the progress of the project either; this is, in fact, an absence of reaction to change.
• Argumentation: the employee discusses the decisions made, negotiates, argues and expresses their opinion with conviction. This is the most common mode of resistance.
• Rebellion: if the individual feels that they have no other recourse, they may express their resistance by actively protesting (union actions, strikes, resignation, etc.).
• Sabotage: surreptitiously, through apparent submission and overzealous commitment, the individual will resort to manipulation and stratagems aimed at compromising the success of the project.

Resistance to change can therefore have very different causes and modes of expression depending on the individual, hence the importance of providing individualised responses and solutions. It is strategic to anticipate resistance upstream, as well as all the possible obstacles that could hinder the transformation project.  

Be transparent

Any individual will tend to want to contest a decision that is suddenly imposed on them, without them having been able to prepare for it or express their opinion. This is why any change management process, regardless of its scope, must be accompanied by transparent, clear and explicit communication upstream of the project. The decision-makers and local managers in a company must detail each aspect of the change process: the reasons for the transformation, why it is essential, what is at stake, the benefits and impacts at individual and collective level, the expected contribution, the actions to be deployed, the planned deadlines, etc.  

Involve employees in the change

In addition to close communication, it is important to actively involve employees in the implementation of the transformation. Local managers should, for example, mobilise teams, gather their opinions and suggestions, involve them in decision-making, and solicit their collective intelligence.  

Adapt your management style

During a period of change management, local managers are often confronted with the limits of their management style. Indeed, a directive and authoritarian management style is unsuitable for overcoming resistance to change, and may, on the contrary, intensify the fears and reticence of teams. In order to reassure, involve and mobilise employees, it is imperative to adopt a horizontal management style, which places everyone on the same footing. Participative and collaborative management, using agile methods and tools, are also essential for properly including operational teams in the change.  

Give employees a voice 

To counter resistance to change in a company, employees must be given a voice, through individual interviews, group meetings, intranet tools, etc. With a reassuring space for dialogue, where everyone can express themselves in complete confidence, employees will feel freer to share their fears, doubts, apprehensions and misgivings about the change. The role of the manager and the HR team is to open up a benevolent, non-judgmental dialogue, and to listen actively and impartially to establish a bond of trust and closeness with employees. They must then find personalised and adapted solutions, providing concrete actions to respond to the concerns of each individual. These discussions are also an opportunity to highlight the benefits and advantages of the change for employees (better pay, more optimal working conditions, increased skills, better quality of life at work, etc.). However, while it is important to convey the upside of the change, the potential risks should not be minimised. Here again, transparency is the key to gaining the trust and support of teams.  

Create and share a strong and meaningful vision

Whatever the type of transformation (change of business model, internationalisation, digital transformation, merger-acquisition, new organisational model, etc.), it is essential to convey to teams the need for and interest in the project, through a strong, motivating and meaningful vision. This requires a clear, coherent and convincing discourse, which highlights the benefits of the project, at the collective, organisational and individual levels. Managers and leaders must also set an example to inspire employees, by showing their enthusiasm, optimism and enthusiasm with sincerity.  

Communicate throughout the change management process

Throughout the transformation process, regular communication will be required to keep teams informed of the project's progress, actions taken, and objectives and results achieved. This will also be an opportunity to thank and reward the various stakeholders involved in the project.  

Show patience and understanding

It is normal to want to accelerate the change in order to reach the set objectives as quickly as possible. However, it is important to remember that a long process is needed to move from a posture of resistance to complete adhesion. According to the change curve (also called the mourning curve) modelled by the American psychiatrist, Elisabeth Kübler-Ross, various emotional phases follow one another, from the announcement of the change until acceptance:

• Shock
• Denial
• Anger
• Fear
• Sadness
• Acceptance
• Forgiveness
• Search for meaning and renewal
• Serenity and growth.

 

Call on an interim manager to overcome resistance to change

To overcome resistance to change in a company, calling on the services of an interim manager can be very beneficial. At WAYDEN, an interim management company, we have a network of 2,000 high-flying managers and executives with 15 to 25 years of experience in strategic positions in complex environments in France and abroad. We can mobilise a general manager, an HR director or a manager, specialised in your sector of activity, to steer your change process and ensure the support, commitment and motivation of your employees. Thanks to their human qualities and managerial skills (charisma, audacity, pragmatism, listening, leadership, etc.), they will be able to successfully federate your teams at each step of your transformation project.