You Have Probably Heard The Saying Change Is Hard This State

You Have Probably Heard The Saying Change Is Hard This Statement Is

You have probably heard the saying “Change is hard.” This statement is true for organizations as well as for individuals. When faced with change, many employees demonstrate resistance—they do whatever they can to not give in to that change. While some opposition may be natural, it is important to understand that employees need to work past such resistance to be successful at work. It is also important to note that organizational leaders need to understand that the communication methods they choose to announce change can greatly impact employees' initial reactions. Sarah, a long-time employee, is given a Blackberry and told to keep it with her at all times should the company need to contact her.

Why might she resist this change?

Sarah might resist this change for several reasons. First, she could see the imposition of a Blackberry as an invasion of her personal time, especially if she perceives it as a threat to her work-life balance. Second, she might feel overwhelmed or pressured by the expectation of being constantly accessible, which could increase stress and reduce her job satisfaction. Third, if she perceives the change as abrupt or unnecessary without clear benefits explained, she may view it as an unwelcome disruption. Resistance to such changes often stems from fear of the unknown, perceived loss of control, or a lack of clarity about the purpose of the change (Kotter, 2012).

What impact might the direct style of communication, if used by Sarah’s boss, have on Sarah?

A direct communication style in this context could have mixed effects. While clarity is generally beneficial, an overly blunt or authoritative tone may lead to feelings of resentment or alienation. If her boss communicates the change without engaging in dialogue, providing explanations, or acknowledging Sarah’s concerns, it may reinforce resistance and decrease trust. Conversely, a direct but empathetic approach—clearly explaining the reasons for the change, addressing concerns, and inviting feedback—can mitigate resistance and foster cooperation (Lewis, 2011). Therefore, how the message is delivered greatly influences its reception and the subsequent employee reactions.

How could this message be communicated in another, better way?

A more effective way to communicate this change would involve a participative approach. The manager could gather feedback from employees like Sarah beforehand, explaining the rationale behind the Blackberry requirement and how it aligns with organizational goals. Emphasizing the benefits, such as improved communication or responsiveness, and addressing potential concerns about work-life balance would demonstrate understanding and respect. Additionally, providing options or setting boundaries—for example, specific hours when employees are expected to be reachable—can make the change seem less intrusive (Carnall, 2018). Using storytelling or sharing success stories from initial implementations can make the change more relatable and less intimidating.

What does this example tell you about the role of communication in businesses when resistance is involved?

This example underscores that effective communication is vital in managing organizational change and resistance. Clear, transparent, and empathetic communication helps employees understand the reasons for change, dispels misinformation, and reduces uncertainty. It also fosters trust and engagement, making employees more receptive to change initiatives. Poor communication, on the other hand, can exacerbate resistance, create misunderstandings, and damage morale (Clampitt, DeKoch, & Cashman, 2000). Therefore, tailoring communication strategies to audience needs and maintaining an open dialogue are crucial when navigating resistance.

Describe a time you demonstrated resistance at work. Why did you resist? What was the outcome?

In a previous role, I resisted a proposed change in project management software. I felt comfortable with the existing system and doubted the new platform’s effectiveness. My resistance stemmed from a fear of the learning curve and a concern that the change would disrupt ongoing projects. I expressed my apprehensions in a team meeting, emphasizing the potential risks. However, I also acknowledged the leadership’s intention to improve efficiency. After discussions, I agreed to participate in training and pilot the new system. The outcome was positive; I became proficient with the software, and the organization benefited from streamlined workflows. This experience taught me that resistance can be constructive when paired with open communication and willingness to adapt.

How did you shape your argument to the needs of your audience?

I tailored my argument by focusing on organizational benefits and addressing colleagues’ concerns. I emphasized how the new system would enhance collaboration and reduce manual errors, aligning with our team’s objectives. I also acknowledged my own reservations, which made my communication more relatable and trustworthy. By listening to others’ perspectives and framing my points around shared goals, I fostered understanding and collaboration, increasing the likelihood of buy-in.

References

• Carnall, C. A. (2018). Managing change in organizations. Pearson Education.
• Clampitt, P. G., DeKoch, R. J., & Cashman, T. (2000). A strategy for communicating about uncertainty. Academy of Management Journal, 43(4), 1031–1057.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Lewis, L. K. (2011). Organizational change: Explaining and managing resistance to change. Business Horizons, 54(4), 301–311.
• Proctor, R. (2019). Effective communication in organizations. Journal of Business Communication, 56(3), 17–21.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
• Palmer, I., Dunford, R., & Akin, G. (2018). Managing organizational change: A multiple perspective approach. McGraw-Hill Education.
• Burnes, B. (2017). Managing change. Pearson Education.
• Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(4), 331–355.
• Hultman, D. (2014). Communication's role in change management. Journal of Business and Psychology, 29(3), 509–520.