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Change is not the problem - but resistance to change can be a huge problem.

The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown.

This quote, said over 90 years ago, still holds true today when it comes to organizational change!

Managing change has always been difficult and will always be fraught with danger because it is so easy to introduce change the wrong way. So the logical question to ask is if there is a perfect way to introduce and manage change. The answer is no. There is no universal solution which applies to all change programmes.

Organisations are different, the reasons for change are different, timescales and budgets are different.

Each change programme will have to be implemented on its own merits. But there are things we can do to reduce the level of resistance. Ways to reduce resistance to change:

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A good Post--more so when applied to an Organizational setting.

However, it's more of a irony that Human nature.....despite knowing fully well that Change is bound to take place, how very few actually get ready for it.

“The Only Thing That Is Constant Is Change”--that's NOT me saying, but was said by Heraclitus around 500 BC [that's >2500 yrs ago !!!].

And how often we resist any change, when we all the while know that there's no other option but to face it & the only option one can have is to figure-out on HOW to face/handle it. And only those who see it coming & prepare are bound to succeed in the long-run.

The most recent example in the Corporate field would be the bringing of Vishal Sikka by NRN into Infosys.

Going by the media reports, there seemed to have been a lot of pressure on NRN to promote someone internally. But he seemed to have realized that only an outsider can bring-about the change [or in today's parlance 'Disruption'] that Infosys MUST face to remain relevant in the years to come. IF he did take the soft options, he, possibly, would have had far lesser headaches today [and lesser resignations @ the top-rung] BUT in the long-run, it's anyone's guess where Infy would be after a few years.

Quite often, like the old Saying goes, 'sometimes it takes an outsider to bell the cat'.

Very True--'Organisations are different, the reasons for change are different, timescales and budgets are different'--and I may add that this applies equally well to micro as well as macro situations......countries, organizations, populations, cities, towns, villages, families & individuals.

Way back in 1998-2000, I recollect lakhs of IT guys focusing on the Y2K opportunity & got trained in IBM Mainframes, without even a thought that this opportunity is bound to come-down after a few years by the very nature of the opportunity. All that mattered was a hefty salary NOW.

GOK how many later HAD to switch-over their careers once the Y2K issue was handled globally. They weren't mentally prepared for the change that was coming/bound-to-come. I knew quite a few who just went about as if that scenario would exist until eternity.


People resist change:
When the reason for the change is unclear. Ambiguity--whether it is about costs, equipment, jobs--can trigger negative reactions among users.
When the proposed users have not been consulted about the change, and it is offered to them as an accomplished fact. People like to know what's going on, especially if their jobs may be affected. Informed workers tend to have higher levels of job satisfaction than uninformed workers.
When the change threatens to modify established patterns of working relationships between people.
When communication about the change--timetables, personnel, monies, etc.--has not been sufficient.
When the benefits and rewards for making the change are not seen as adequate for the trouble involved.
When the change threatens jobs, power or status in an organization.
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