You’re excited about the new software you want to implement, department-wide. Or you’re totally enthused about the new game plan marketing has developed to propel the success of your project. Or you’ve discovered a terrific new way to engage customers.
Off you go, putting the new whatever into effect, expecting nothing but great results, when HALT. You run up against a wall you truly did not expect: employee resistance. Oh, the surface, your employees may be nodding their heads and feeding you the party line: “Great idea, boss” – but underneath, you can hear their rumbles, and more importantly, nothing much is happening. Some of your employees are going with your new flow, some are even well-motivated, but a surprising number aren’t.
What’s up with that?
Resistance to change. Simple as that. Employees rarely adopt change with the zeal and gusto you’d like.
Why are they resisting?
“Inertia – comfort with the status quo
Timing – conflicts with other initiatives and/or priorities
Surprise – proper groundwork has not been done so people are caught off guard (need for change not established)
Misunderstanding – benefits not properly understood
Cultural pressure – some who may want to change are held back by others in the organization
Self-interest – conflicting personal priorities
Differing assessment – conflicting agreement over the value of the benefits associated with the change
Difficulty of change – organizational momentum and individual resistance.”
Figure out which of these reasons might apply, and respond to them. The resistance that has blocked your success will, in all likelihood, melt away.