Factors of resistance to change in companies
"It was better before!
Who hasn't smiled when we hear this expression dear to our elders (and not only...)? But it has to be said that resistance to change is also rife in the workplace. In fact, according to a McKinsey and Prosci study, only 30-50% of change projects succeed. It's clearly not easy for some of a company's employees to abandon their comfort zones and reassuring routines.
Are you planning major changes within your company and worried that you won't get everyone on board?
Don't panic.
Resistance to change is an intrinsic part of human nature, but it can be altered. It is entirely possible to put in place a change management strategy to get the majority of employees on board.
But how? Read this article to find out what the stages of resistance to change are, and how to accompany them with a policy of sincere and constructive dialogue, so as to ultimately win the assent of your teams.
Defining resistance to change
Resistance to change is the reasonable and legitimate expression of the risks that change entails for stakeholders.
Michel Crozier
According to Michel Crozier's definition of resistance to change, this concept refers to the attitude of an individual who is reluctant to accept a change in his or her condition or way of life. It is both a natural and frequent phenomenon.
By extension, it can also be found in the world of work. It is the fear of change in a company, caused for example by :
- a company takeover
- a merger between two entities
- outsourcing of part of the business,
- moving premises,
- digital transformation,
- the development of new management methods,
- organisational change,
- integration of a new work tool,
- the application of new legal standards, etc.
But why does fear arise when habits are changed in this way?
Why resistance to change?
Human beings are not equal when it comes to managing change.
We've all met people who are receptive to change, who enjoy a challenge and are galvanised by new things.
But others, on the other hand, feel anguish and/or anger, all the more profound when the change affects something important to the individual, such as his or her value base.
Let's now look in more detail at the different key factors leading to resistance to change.
Individual factors
Apprehension of the unknown, fear of not being up to the job, prevalence of self-interest over the collective... individual factors reveal limiting thoughts and/or the fear of losing personal advantages.
For the people concerned, the change calls into question the perception of the world of work that they have built up.
Collective and organisational factors
Beyond the mental constructs of the individual, there are factors linked to the collective and the very structure of the company. These are all the more present in historically less flexible organisations, or within more cohesive groups.
These group-related obstacles are linked, for example, to :
- fear of losing social benefits
- fear of migrating to a new way of operating and managing,
- concern that the cohesion of the group will be affected (relocation of certain departments, for example), etc.
Factors linked to the agents of change
Whether it's the company's management, a manager, an employee or a consultant, the agent who initiates and/or leads the change sometimes proves to be the cause of resistance. This is particularly the case when :
- the change is perceived as a power struggle,
- the legitimacy of the change agent is called into question (deemed too young, too incompetent on the subject, not steeped in the company's DNA, etc.).
Factors linked to the change itself
Finally, the change itself, and the way in which it is brought about, can be the cause of the blockage. It is perceived as a waste of time and energy, and the costs it generates give rise to protests. A lack of understanding of the benefits of change is often the cause.
In short, there are many factors at the root of resistance to change. And to protect themselves from this uncomfortable situation, individuals adopt different postures.
Forms of resistance to change
Understanding the different forms of resistance to change enables us to better identify reluctant employees, and helps us deploy a strategy to support change. In his book Éloge du changement, Gérard-Dominique Carton identifies four forms of resistance to change:
- Inertia: the reluctant employee suggests that he or she is committed to the change, but does nothing concrete about it. They wait for things to pass, lose interest in the subject and procrastinate.
- Argumentation: the discontent of the reluctant individual manifests itself in constant negotiation, criticism and complaints. For them, everything is open to debate.
- Revolt: people who are outraged by change take concrete action: union action, threats to resign, etc.
- Sabotage: like inertia, sabotage implies a false approval of change. But at the same time, the project is insidiously "sabotaged" (denigration, circulation of false information or data, etc.).
Are you planning to introduce a major change within your company and already fearing that you won't be able to unite your teams? You should know that nothing is lost or set in stone: resistance to change goes through different stages... until it is accepted by the majority!
The stages of resistance to change
There are different ways of representing the experience of change. One of the most widespread is based on the work of Elisabeth Kübler-Ross, the famous Swiss psychiatrist.
According to the Kübler-Ross curve, the resistant employee goes through various states before joining the change project... your goal! Note, of course, that all these phases are experienced to varying degrees depending on the nature of the change and the sensitivity of the individual.
The stages :
- Shock: the individual experiences the announcement of the change as something brutal; they are in shock.
- Denial: the individual is in denial. They think they will not be able to embrace the change or find their place within the new model.
- Anger/frustration: they let their anger show, sometimes looking for someone to blame.
- Depression/sadness : they feel powerless and end up resigning themselves and/or complaining. This stage is special because it marks the end of the downward phase of the curve. It is at this point that the individual grasps the inescapable nature of the change: either they consent to it and accept the impact on their daily life, or they remain locked in their frustration.
- Acceptance: at the start of the ascending phase, they begin to modify their point of view. Perhaps change isn't such a bad thing?
- Experimentation: through experimentation, they identify the advantages of the new situation. They find meaning in the change.
- The decision: that's it, they're taking a fresh look at the change. They have put their past behind them and are now looking to the future.
- Integration: the change is finally integrated. The individual has gained serenity and confidence in the new situation. They even feel enthusiastic about the new projects.
Your objective in managing change in the best possible way? To support resistant employees right through to the project integration stage.
Here's how.
Solutions for managing change
First and foremost, bear in mind that managing change is a project in its own right. It must be initiated and orchestrated as such, and supported by a genuine action plan.
To do this, draw up a roadmap, plan your operations and assess their scope so that you can redirect your strategy if necessary.
You should also bear in mind that a well-rehearsed plan is often not enough to overcome your teams' resistance. The solution? Lead the changes by adopting a positive management approach that takes all your employees into account.
The more they feel listened to and involved in the implementation of the change process, the more they will stick with it!
This consideration of your teams is based on three levers:
Dialogue and information
Communication is the foundation of a successful change management policy.
During the downward phase of the Kübler-Ross curve, it is vital to establish dialogue. There are three main strands to this dialogue:
- Explaining the need for change for the company and identifying the benefits for the individual. By giving meaning to the change, in a sincere and transparent way, you encourage buy-in.
- Invite all those concerned to take part in the dialogue. Management, managers, operational staff, union representatives... by giving everyone the opportunity to express their views on the change, you give the feeling that no-one is being left on the sidelines. What's more, you take everyone's points of view and opinions into account, so that you can prepare your transformation project in an intelligent way.
- Listen actively and empathetically. Even if you have to stand firm on your positions, listen to the feelings and anxieties of your employees and discuss them constructively.
Guide and train
Guiding your teams throughout the change process will ensure that the project is more successful. If, for example, you are rolling out a new IT tool or implementing new working methods, providing your staff with guidance ensures that they are given all the keys and are on the same level when it comes to change.
This can go hand in hand with a training plan, sometimes provided by an external coach if the necessary resources or skills are not available in-house.
If you choose to train your teams in-house, you should be aware that there are tools available that allow you to do this intelligently and intuitively. Lemon Learning, for example, supports your employees' migration to new software: develop interactive guides integrated directly into the applications. Using fully customisable content, these guides provide step-by-step assistance in discovering and learning the new tool.
The result? By feeling supported in this way, your employees will embrace change more readily.
Encourage and recognise
Finally, once the change has been taken on board by the majority, don't rest on your laurels. Acknowledge the efforts made, continue to encourage your teams, and in this way reinforce the positive effect of the change.
This recognition can take several forms. Express it publicly, for example, by highlighting efforts and positive points at the start of a meeting.
You can also use dedicated solutions such as Bleexo. A suite of tools dedicated to employee engagement, employee experience and HR development, Bleexo improves quality of life at work and dialogue. Use it to take the temperature using employee surveys. And, at the same time, develop a culture of positive feedback, a key component of employees' personal development and self-esteem in the face of change.
Towards a successful change project
Finally, let's stress the importance of not allowing the feeling of resistance to take root too deeply in the minds of your teams.
You need to act quickly... but not too quickly!
Buy-in to change doesn't happen with a snap of the fingers. It has to be a carefully thought-out project, with a series of key stages. It's a long process, requiring patience and the ability to listen actively. Coaches, change management experts and specific software are there to help you.
What about you? Have you already led a change project? Don't hesitate to share your experience with us in the comments section.
Article translated from French