By: Jim McNeil and David McNeil

Understanding the root cause of change aversion

Colleagues from the executive level to front lines instinctively are cautious of lending their endorsement and support to something new and unexplored. A rational survival instinct of “how does this affect me?” comes into play, often unconsciously, in all of us.

As organisations embark on change initiatives, they likely encounter resistance from personnel at all levels. From the front lines to the executive, caution persists as each person assesses what this change will mean to them. This resistance stems from various factors, with fear being the primary driver. Understanding this aversion to change, being predictable and normal, is crucial for effective change management.

Past experiences shape present attitudes

Regardless of what position an employee might hold, previous encounters with change efforts significantly influence their receptiveness to new initiatives. They rightly hold several considerations including:

Whether they benefited or lost from past changes?
If previous changes simplified or complicated their work?
Whether past initiatives delivered on promised improvements?
Were changes adopted and sustained?
The adequacy of time and resources allocated for new responsibilities?
The trustworthiness and honesty of past change leaders?
And many others, both task-related and personal.

These experiences form the backdrop against which personnel evaluate new change proposals.

Fear: The leading cause of resistance

While many factors contribute to resistance, fear emerges as predominant. Although rarely acknowledged openly, fear underlies much of the resistance towards change. This fear typically manifests in three main areas:

Fear of job loss

The potential undermining of their current position.
Job security post-implementation.
Consequences of failure during the change process.

Fear of the unknown

Required personal changes.
Shifts in workload and responsibilities.
New expectations from supervisors.
Availability of support.
Potential for embarrassment.

Fear for the future

Their ability to acquire necessary new skills.
Availability of training.
Potential opportunities arising from the change.
Personal benefits of the change.

While these “fear factors” do not capture all concerns and worries, they do represent many of the core apprehensions felt by individuals facing organisational change. Recognising and addressing these fears is essential for change leaders to effectively manage resistance and foster a more receptive environment for organisational transformation.

The comfort of status quo

The preference for maintaining the status quo is deeply ingrained in human nature. Many subscribe to the adage. “The devil you know is better that the devil you do not.” This mindset, coupled with the unpredictability introduced by change initiatives, creates a significant barrier to acceptance.

What can leaders do?

Recognise that resistance to change is normal and predictable. We have found that tailoring communications to address colleagues´ concerns and apprehensions up front, before you launch, helps mitigate fears and resistance. These communications should include:

Make clear the vision and future state. Ensure that colleagues understand what you are trying accomplish and how it benefits them and the organisation.
The why. People need to understand “why” the need for change exists. It must be compelling and important to the organisation´s vision, its people and overall success. Remember: if I do not know the “why” the “how” really does not matter.
Continuously communicate. Use all the communication tools available. Update progress regularly. Share successes, failures and challenges. Acknowledging disappointments and adversity demonstrates honesty and confirms the challenges that need to be overcome.
Spell out the benefits. Colleagues must clearly see how these changes benefit them personally. Connect these positive results to personal and organisational benefits.
Keep it simple. Share the basics: What, How, Who and When.
Seek feedback: Create opportunities for colleagues to provide feedback – both good and bad. Learn from them and share what you learn with other leaders and resolve legitimate concerns.
Be patient: Do not expect people to readily adopt a new innovation or change. The culture and behaviours in your organisation have hardened over time – sometime decades. Changes to these habits and customs take time and effort.