Resumo de Managing Resistance To Change

ManagingResistance to Change01.This article makes an attempt to demystify the resistance to changes by theemployees, besides explaining why do they develop such resistance to changes.It is also discussed that how this issue can be resolved and how to make useof their resistance to maximize the working results of the organization, whileproceeding with the change efforts. The resistanceto change is purely a psychological concern only. They are concerned with theirsafety. They do apprehend whether they would be protected and free from harmduring the period when changes are implemented. The situations caused bychanges will trigger the psychological responses such as safety and security.Some of these responses may be positive and some others may be negative. Forexample, if people with decision-making powers were taken out, on account ofchange efforts, it would cause a negative result. On the other hand if they aretold clearly about these early and given clear options to chose from, theywould be more positive about the change.In the same way, people who areaccustomed to a particular style of working will find it very difficult tochange their way of working and they do resist such changes.Change causes people to questionwhether they would continue to have the same level of power and control; evenafter the change measures are introduced.Employees are concerned whetherthe changes would cause a deceleration in their income level and apprehendwhether such decisions would be fair enough to them or based on whim ornepotism.Again, employees apprehendwhether they would continue to be recognized and cared even after the changesare introduced or would be treated poorly. 03.The Change Process.The author describes the change process that involvestaking people through four phases of change, as under.a. Awareness? Tell the employees why these changes are contemplated and what is theresult anticipated.b.Understanding-In what way the changes contemplated would affectthe job, role and . responsibilities of the employees c. Acceptance-What type of support andtraining the employees would get, consequent to the changes contemplated. d. Commitment-Involvementto increase both bottom line and top line of the businessAbove all, theresistance to change is mainly on account of ego of the employees concerned. Ifthe changes contemplated are discussed with the employees sufficiently earlyand all their clarifications are properly explained, then the problem ofresistance can be avoided.04.How do people react toChange-a live Case study?The author of this article had anoccasion to introduce change measures, while he was working as an executive ina bank. The Corporation of the local city is one of our valued customers andour bank has an extension counter at their premises for their convenience. Theworking hours also was fixed taking in to account their way of functioning thatis from 11.00 AM to 6.00 P.M.The business hours during whichthey can transact business is 11.00 A.M to 3.30 P.M.During the second week of everymonth, there would be heavy inflow of cash and generally the quantum cash wouldrange in the order of Rs 75 Lacs and the employees were cooperating even byworking beyond the stipulated hours. It so happened that in one month,there were three consecutive holidays and on the day of reopening, there washeavy collections and Cashiers of Corporation came to the Bank for remittingcash at 4.30 PM only. The employeeson that day refused to accept the Cash, on the plea that time was over. Theundersigned somehow managed the situation and decided that some thing should bedone to correct this situation because the Cashiers of the Corporation can comeon busy days after 4.00 P.M only andtaking in to account the quantum of business we get, the working hours are tobe changed to their convenience.Next day, with the concurrence ofthe higher authorities, the business hours were changed from 12.30 PM to 4.30 PM and office hours up to7.30 P.M.The employees were advisedaccordingly.There were resistances from theemployees for the change of working hours and union leaders also startedshouting.The author called for a meetingof all employees and the union leaders and informed categorically that the bankcannot afford to lose the account of the Corporation and the other banks areready to serve them. Since the extension counter is put up at their premisesfor their convenience, it would not be fair to insist them to have theirfunctions according to bank?s convenience. If the changes contemplated are tobe dropped, then the bank would loose a valuable customer and the extensioncounter be closed and the employees would be redeployed. The fair and frank discussions, the author had with theemployees, had a telling effect and they realized their folly. However, theywanted the time be changed; that is, instead of 12.00 PM,.the branch be opened by 12.00 Noon and they have assured that they would extend their fullcooperation in receiving cash on busy days even beyond the stipulated hours.Thus the resistance to change could be solved to the satisfaction of theemployees.05. Employees`resistance-apotential energy for Change effort.It now clear that when employees do not acceptthe change measures and do not like thechange process, the same should be seen as a healthy and beneficial wake upcall for improvement. Each employee can be considered as a product ofintelligent people with good common sense, trying to make things better.It must be construed that dealingwith resistance in positive ways is one of the good strategies for acceleratingthe change effort. Employee resistance can be considered as potential energy,which can be harnessed for improving the bottom line of the organization.

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