New models of business management and work relationships emerge constantly. The purpose of transforming an organization requires a shift in the mindset of the people within it. The organization reinvents itself when people allow themselves to be permeable to change. As long as individuals do not feel part of the transformation, the organization will not change and will therefore become outdated.
People need to be prepared and developed to deal positively with this movement of transformation. Resistance to necessary changes must be recognized in order to increase the chances of gaining people's support throughout the process. The change agent must understand people's resistance to transformation, know how that resistance can be reduced, and understand how to develop the stages of the change process.
Three Roots of Resistance
According to Chiavenato, resistance arises from three main dimensions: the logical, the psychological, and the sociological.
Logical resistance relates to the extra effort and time required for a person to adjust to change. It encompasses new duties to be learned, the investments required to carry out the transformation, the desire not to lose existing privileges, and doubt about the viability of the change.
Psychological resistance stems from attitudes and feelings, for example, fear that one's job may be threatened. Fear of the unknown, difficulty understanding the change, low personal tolerance for transformation, lack of trust in people, and the need to maintain the status quo are all examples of this type of resistance.
Sociological resistance arises from group interests and social values. These values form a powerful force in the environment and must be carefully observed and tended to. They include political coalitions, opposing social values, narrow visions, hidden agendas, and the desire to keep current colleagues in place.
Acknowledging Resistance, Not Dismissing It
All of these resistances must be taken into account, even when they do not appear real to the change agent or the organization. The goal is to understand, protect, and build a plan based on that observation in order to reduce its effects.
As Capra reminds us: "Experienced leaders know that emotions are part of organizational dynamics and create a climate of trust and mutual support." Awareness of the need for change precedes any transformation. Knowing where you are and where you want to go is fundamental to sensitizing and influencing people to move in that direction.
References: Capra, F. (2003). The Hidden Connections. São Paulo: Cultrix. Chiavenato, I. (2004). Management in the New Era. 2nd ed. Rio de Janeiro: Campus.