What are some strategies used against change resistance?

Stakeholder resistance, if it gains a foothold on a large scale, can threaten to derail even the most positive change effort. There are four primary reasons1 that people resist change. Once you know what types to look for, you will be better equipped to spot change resistance in your organization.

One of the best ways to get your employees to stop resisting change is to simply talk to them about it. Give as much information as you can about the changes and allow them to have an open forum to give feedback. Perhaps you will take some it into account and other feedback will simply be heard so the employees can express themselves, but they may stop resisting as much if they feel as though they've been heard.

If you are making major changes in company processes or policies, allow employees to have input on the changes. This is different from simply allowing them to express their thoughts or feelings on changes already taking place; this process is a bit more proactive, allowing employees to actually influence the changes with their own ideas, brainstorms and creative approaches.

When a change occurs, one of the biggest gripes among employees is that they are unprepared to handle the changes. Provide training classes, equipment and any other resources to not only help them adapt, but also to excel in the changed environment. Help them in any way you can to be more efficient and effective employees before, during and after the changes take place. They may not only stop resisting, but actually feel encouraged and hopeful anytime thereafter that you make changes.

Timing is everything when it comes to change, and if you try to implement major changes all at once or too quickly, your employees may be more likely to resist. Introduce change in measured doses when possible, to give staff a chance to get used to whatever changes you've made. Not only does this ensure the least amount of interruption to your products or services, but also it makes for a happier -- and thereby more productive -- staff.

• Education & Communication: One of the best ways to overcome resistance to change is to educate people about the change effort beforehand. Up-front communication and education helps employees see the logic in the change effort. This reduces unfounded and incorrect rumors concerning the effects of change in the organization.
• Participation & Involvement: When employees are involved in the change effort they are more likely to buy into change rather than resist it. This approach is likely to lower resistance more so than merely hoping people will acquiesce to change.
• Facilitation & Support: Managers can head-off potential resistance by being supportive of employees during difficult times. Managerial support helps employees deal with fear and anxiety during a transition period. This approach is concerned with provision of special training, counseling, time off work.
• Negotiation and Agreement: Managers can combat resistance by offering incentives to employees not to resist change. This can be done by allowing change resistors to veto elements of change that are threatening, or change resistors can be offered incentives to go elsewhere in the company in order to avoid having to experience the change effort. This approach will be appropriate where those resisting change are in a position of power.
• Manipulation and Cooptation: “Cooptation” (no it’s not misspelled) involves the patronizing gesture of bringing a person into a change management planning group for the sake of appearances rather than their substantive contribution. This often involves selecting leaders of the resisters to participate in the change effort. These leaders can be given a symbolic role in decision making without threatening the change effort.
• Explicit and Implicit Coercion: Managers can explicitly or implicitly force employees into accepting change by making clear that resisting change can lead to losing jobs, firing, or not promoting employees.