Resistance to change in the workplace

"It was better before!"

Who hasn't smiled when we hear this expression dear to our elders (and not only...)? But we have to admit that resistance to change is also rife in the professional sphere. In fact, according to a McKinsey and Prosci study, only 30% to 50% of change projects succeed. It's obviously not easy for some of a company's employees to abandon their comfort zones and reassuring routines.

Are you planning major changes within your company and worried that you won't get collective support?

Don't panic.

Resistance to change is an intrinsic part of human nature, but it can be altered. It's entirely possible to put in place a change management strategy to win over a majority of employees to the project.

But how? Read this article to discover the stages of resistance to change, and how to accompany them with a policy of sincere and constructive dialogue, so as to ultimately win the assent of your teams.

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Defining resistance to change

Resistance to change is the reasonable and legitimate expression of the risks that change entails for stakeholders.

Michel Crozier

According to Michel Crozier's definition of resistance to change, this notion refers to the attitude of an individual who is reluctant to accept a change in his or her condition or way of life. This is a natural and frequent phenomenon.

By extension, it can also be found in the world of work. It's the fear of change in the workplace, caused, for example, by :

• company takeovers
• a merger between two entities
• outsourcing of part of the business,
• relocation of premises,
• digital transformation,
• development of new management methods,
• organizational change,
• integration of a new work tool,
• the application of new legal standards, etc.

But why does fear arise when habits are altered in this way?

Why resistance to change?

Human beings are not equal when it comes to managing change.

We've all met people who are receptive to change, who enjoy the challenge and are galvanized by the new.

Others, on the other hand, experience anguish and/or anger, all the more profound when change affects an area important to the individual, such as his or her value base.

Let's now take a closer look at the key factors behind resistance to change.

Individual factors

Apprehension of the unknown, fear of not being up to the job, prevalence of self-interest over collective interests... individual factors reveal limiting thoughts and/or the fear of losing personal advantages.

For the people concerned, change calls into question the perception of the world of work they have built up.

Collective and organizational factors

Beyond the mental constructs of the individual, there are factors linked to the collective and the very structure of the company. These are all the more present in historically less flexible organizations, or within more cohesive groups.

These collective-related obstacles are linked, for example, to :

• fear of losing social benefits,
• fear of migrating to a new operating and management style,
• concerns about group cohesion (e.g. the relocation of certain departments), etc.

Factors linked to change agents

Whether it's the company's management, a manager, an employee or a consultant, the agent who initiates and/or leads the change sometimes proves to be the cause of resistance. This is particularly the case when :

• change is perceived as a power struggle,
• the legitimacy of the change agent is called into question (considered too young, too incompetent on the subject, not imbued with the company's DNA, etc.).

Factors linked to the change itself

Last but not least, change itself, and the way it is brought about, can be at the root of the blockage. It is perceived as a waste of time and energy, and the costs it generates give rise to protests. A lack of understanding of the benefits of change is often the cause.

In short, there are many factors at the root of resistance to change. To avoid this uncomfortable situation, the individual adopts various postures.

Forms of resistance to change

Understanding the different forms of resistance to change enables us to better identify reluctant employees, and helps us deploy a strategy to support change. In his book Éloge du changement, Gérard-Dominique Carton identifies four forms of resistance to change:

• Inertia: the reluctant employee suggests that he or she is committed to the change, but does nothing concrete about it. They wait for things to pass, lose interest in the subject and procrastinate.
• Argumentation: the reluctant individual's discontent manifests itself in constant negotiation, criticism and complaints. For them, everything is open to debate.
• Revolt: the individual revolted by change takes concrete action: union actions, threats to resign, etc.
• Sabotage: like inertia, sabotage implies a false approval of change. But at the same time, the project is insidiously "sabotaged" (denigration, circulation of false information or data, etc.).

Are you planning to implement a major change within your company and already fearing that you won't be able to unite your teams? Nothing is lost or set in stone: resistance to change goes through different stages... until it is accepted by the majority!

The stages of resistance to change

There are many different ways of representing the experience of change. One of the most widespread is based on the work of Elisabeth Kübler-Ross, the famous Swiss psychiatrist.

According to the Kübler-Ross curve, the resistant employee goes through various states before integrating the change project... your goal! Note, of course, that all these phases are experienced at varying intensities depending on the nature of the change and the sensitivity of the individual.

The stages :

• Shock: the individual experiences the announcement of the change as something brutal.
• Denial: the individual is in denial. They think they won't be able to embrace the change or find their place within the new model.
• Anger/frustration: they let their anger show, sometimes looking for someone to blame.
• Depression/sadness : they feel powerless, and end up resigning themselves and/or complaining. This stage is special in that it marks the end of the downward phase of the curve. It is at this point that the individual grasps the inescapable nature of the change: either they consent to it and accept the impact on their daily life, or they remain locked in their frustration.
• Acceptance: at the beginning of the ascending phase, the individual begins to modify his or her point of view. Perhaps change isn't such a bad thing?
• Experimentation: through experimentation, he identifies the advantages of the new situation. He finds meaning in the change.
• The decision: that's it, he takes a fresh look at the change. They've mourned their past and are now looking to the future.
• Integration: change is finally integrated. The individual has gained in serenity and confidence in the face of the new situation. They're even more enthusiastic about the new projects.

How can you best manage change? Accompany resistant employees through to the project integration stage.

Here's how.

Solutions for managing change

First and foremost, remember that change management is a project in its own right. It must be initiated and orchestrated as such, and supported by a genuine action plan.

To do this, draw up a roadmap, plan your operations and evaluate their scope, so as to redirect your strategy if necessary.

Bear in mind, too, that a well-rehearsed plan is often insufficient to overcome your teams' resistance. The solution? Lead the changes by adopting a positive management approach that takes into account all your employees.

The more they feel listened to and involved in the implementation of the change process, the more they'll stick with it!

This consideration of your teams is based on three levers:

Dialogue and information

Communication is the foundation of a successful change management policy.

During the downward phase of the Kübler-Ross curve, it is essential to establish dialogue. This is based on three pillars:

• Explain the need for change for the company and identify the benefits for the individual. By giving meaning to the change, in a sincere and transparent way, you encourage buy-in.
• Invite all those concerned to engage in dialogue. Top management, managers, operational staff, union representatives... by giving everyone the opportunity to express their views on the change, you give the feeling that no-one is being left on the sidelines. What's more, you can take everyone's views and opinions into account, so that you can prepare your transformation project in a spirit of mutual understanding.
• Listen actively and empathetically. Even if you have to stand firm on your positions, listen to your employees' feelings and anxieties, and exchange ideas with them constructively.

Guidance and training

Guiding your teams throughout the change process will help to ensure the project's success. If, for example, you're rolling out a new IT tool or implementing new working methods, providing your staff with support ensures that they are given all the keys and are on the same level when faced with change.

This can go hand in hand with a training plan, sometimes provided by an external coach if the necessary resources or skills are not available in-house.

If you choose to train your teams in-house, there are a number of tools available to help you do this intelligently and intuitively. Lemon Learning, for example, supports your employees' migration to new software: develop interactive guides integrated directly into the applications. Using fully customizable content, these guides provide step-by-step assistance in discovering and learning the new tool.

The result? By feeling supported in this way, your employees will embrace change more readily.

Encourage and recognize

Finally, once change has been accepted by the majority, don't rest on your laurels. Acknowledge the efforts made, continue to encourage your teams, and in this way reinforce the positive effect of the change.

This recognition can take many forms. Express it publicly, for example, by highlighting efforts and positive points at the start of a meeting.

You can also use dedicated solutions such as Bleexo. A suite of tools dedicated to engagement, employee experience and HR development, Bleexo improves quality of life at work and dialogue. Take the temperature with employee surveys. At the same time, develop a culture of positive feedback, a key component of employee personal development and self-esteem in the face of change.

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Towards a successful change project

Finally, let's stress the importance of not letting the feeling of resistance become too deeply rooted in the minds of your teams.

You need to act fast... but not too fast!

Buy-in to change doesn't happen with a snap of the fingers. It has to be a carefully thought-out project, punctuated by key milestones. It's a long process, requiring patience and active listening skills. Coaches, change management experts and specific software are available to help you.

Have you already led a change project? Don't hesitate to share your experience with us in the comments section.