We often hear the following question from many managers, HR managers and business consultants: “How should we deal with resistance from our employees when it comes to change management? Especially when we want to convince our employees or the entire workforce of a strategic change?”
Behind this question is often the assumption that resistance is virtually unavoidable and that it must automatically increase with major changes. We would like to correct this frightening image – because it is in our hands how we design change processes and how much resistance actually arises in the process.
The responsibility of managers in the change process
Those responsible for change in a company – usually staff departments and managers – are not only responsible for the results ultimately achieved, but also for the quality of the entire change process. This is not just about project plans and deadlines, but also about the way in which people are involved, listened to and valued. Only if there is sufficient participation, communication at eye level and room for irritation and emotions in the change process will the workforce follow strategically necessary changes.
“The quality of the change process itself determines the acceptance and quality of the implementation results.”
Consciously shaping change management: the danger of an “unconscious” process
The trick is not to just follow a methodical “template project”, but to consciously shape every step in the management of change. Those who opt for a purely methodically structured but “unconscious” change management process concentrate almost exclusively on the content level: there are plans, milestones and goals, but little real engagement with the personal reactions and feelings of the employees. Such an approach often leads to resistance seemingly “inevitably” occurring, while the actual reasons for it remain undiscovered.
Appreciative Inquiry: an excellent approach in a participative process
A positive counterexample is provided by Appreciative Inquiry: this attitude (and at the same time approach to change) is just as careful as classic approaches to change in terms of content and methodology. However, it also focuses on strengths and potential and emphasizes appreciative communication. All interventions in the change process are consciously designed to take people with them and actively incorporate their ideas, desires and possible concerns. In this context, appreciation does not mean ignoring critical objections – rather, it is about taking up irritations and dealing with them together instead of brushing them aside. This approach promotes willingness to change and helps to overcome internal resistance.
Resistance: a sign that the process needs improving
It is clear that the cause of resistance often lies not with those affected, but in a professionally poorly designed process. Those who rely exclusively on traditional project management methods neglect the emotional impact of intended changes on people's lives – and thus often the fundamental aspects that enable acceptance and trust. Dealing with resistance in change management therefore requires a deep understanding of employees' fears and concerns.
Successfully shaping change through participation and appreciation
From this perspective, resistance is not an unavoidable opponent, but rather an indication of whether we, as those responsible for change, are proceeding consciously, convincingly and appreciatively. By practicing participation, open communication and mutual appreciation, we create the basis for ensuring that strategically important innovations are not only “pushed through”, but are also supported by the entire organization.
A successful change management process is based on several success factors:
- Transparency: open communication and clear information about the change process.
- Involving employees: active participation of the workforce in decisions and implementation steps.
- Leadership style: A manager who exemplifies and supports change.
- Corporate culture: A culture that sees change as an opportunity and promotes openness.
- Motivation and commitment: Inspiring employees to embrace change and strengthening their sense of personal responsibility.
- A consciously and professionally designed change process: Extremely carefully designed procedures and interventions on both a content-related and (particularly important) an emotional level.
By taking these factors into account, change management can strengthen the ability of the entire company to change and create a positive culture of change.
And that's when we can truly say, “Resistance? I can't hear it anymore – because we're shaping change so that it doesn't become a problem in the first place.”
