What Business Stakeholders Need To Understand The Dangers Of A Resistance To Change

As a stakeholder, decision maker and someone ultimately responsible for the profitability and future viability of a property, portfolio, or PMC (Property Management Company), you should inherently understand that a workflow change process or technology change is often needed.

However, employees naturally typically do not have the same desire because to them it's a job, a means-to-an-end.  Their goal is to make it to the next paycheck.  These employees may be the best of the best, but their preference is to maintain a status quo, a paycheck, and a job that does not have to be re-learned.

Tragically, at times business leaders will not implement change to help their business because their employees may overtly or subtly deter them at every possible opportunity to resist.

Often what seem compelling arguments are conveyed from employees to decision makers hoping to stop changes.  However, these arguments must be listened too with a critical thought process.  This human resistance to change should be common sense to leaders and easy to recognize.  It should not reflect negatively on employees; it is above all else human nature.  When change is not implemented but necessary, the stakeholders and decision makers are at fault and have the most to lose.

To this point, the link at the bottom will direct you to an article with ideas to help ease the natural and very human resistance to change, especially by non stakeholders.

Summary:

Given that our brains are physiologically wired to maintain habits and perceive change as a threat, change management must be approached thoughtfully.

Plan transitions with the goal of helping employees understand and connect to changes rather than simply issuing directions.

When change is necessary, draw on brain-based strategies to make it both positive and effective. Before implementing a transition, try asking yourself the following questions:

1. Where are you directing your employees' focus?
2. What expectations do your employees have that will no longer be met?
3. Does the transition process enable employees to connect personally with your new approach?
4. How are you facilitating personal understanding and insight?
5. What will your employees perceive as a threat?