An article by Lindsay Dubock, Director at Adcurata, posted on LinkedIn on 30th June 2014, examines the issue of how to use the most influential members of an organisation’s workforce to deal with those staff members who are resistant to change.
After underlining that the “influencers” in an organisation can have a negative impact, as well as a positive one, on the implementation of a change in corporate culture, the article examines the different categories of employee who might be resistant to change. There are several types of change “blocker”, which include those who are driven by fear, adherence to tradition, insecurity, lack of consultation and lack of confidence in the management’s ability to successfully achieve the changes that are sought. The article also suggests how each of these individual sources of resistance might be effectively eradicated.
The crux of the piece underlines the fact that one of the keys to removing resistance to change is to use the “influencers” in the organisation. This involves the organisation’s Human Resources Team in identifying those employees who are most likely to influence the other members of staff, ascertaining their own views of the proposed changes, whether they are in opposition to them and, if so, whether they can be persuaded to embrace the changes and exert the necessary influence over the other employees to do the same.
The key to addressing resistance to change thus involves two key factors; identifying the reasons for resistance in each individual case and engaging the support of the influencers to encourage the blockers to address those reasons and embrace the new culture.