It’s true – the majority of people don’t like change. This is especially so when they don’t understand its necessity, feel out of control, insecure and/or threatened. Employees in an organisation that is going through a period of change are just as subject to the confusion, disorientation and stress that usually accompanies change in other areas of life.  

Managers who understand this natural response, who recognise the signs and have appropriate tools to deal with them, will be far better equipped to lead their staff through what otherwise can be a very rocky experience. Some typical reactions include:  

Denial: If I don’t acknowledge it, it isn’t really happening.
Fear: Will I still have a job after the change has occurred?
Anger: Why???
Reluctance: I’ve never done it like this before, why should I do it now?
Passive resistance: Okay, okay, I’ll get it done …..yet 3 days later it still isn’t done. Finally, once complete it turns out that it has not been done well or accurately.
Cynicism: Yeah, we’ve been here before. No doubt, we’ll be here again. They can’t ever get it right! 

Managers need to be aware that they themselves are not immune to the same reactions and may well feel just as insecure, threatened and out of their comfort zone as their team may be feeling. 

Management tips:

• Expect a variety of employee reactions.

• Closely observe employee’s behaviour.

• Be aware of the content of company scuttlebutt.

• Don’t give in to feeling threatened or intimidated.

• Be sure that you clearly communicate the necessary changes.

• Highlight the benefits that accompany the changes.

• Be honest and forthright about any potential negatives.

• Ask employees how they are feeling about the change.

• Be sure that you learn to effectively deal with your own emotions as this will greatly assist in helping you deal with your employee’s emotions.

• Be approachable and make yourself available to your staff.

• Encourage questions and answer them honestly and sensitively.

• Understand and employ emotional intelligence.

• Treat employee’s concerns with respect.

• Listen carefully to complaints and deal with them in an empathic fashion.

• Involve employees in as much decision making as possible.

• Assign tasks to individuals that help alleviate their concerns.

• Help them towards a sense of ‘ownership’ of the new.

• Be sure that employees feel that you ‘hear, understand and defend their point of view whenever appropriate.

• Show the same kind of loyalty to your team that you expect from them.
  
  © Sonja Ridden (2006)