In any organization, people are tuned to perform their day to day activities more or less in a fixed pattern. They take pride in believing that the method they are adopting is the best one. They resist the slightest change with the argument that if the present system is able enough to produce desired results, why to go for a change? They ardently believe that change is only a stumbling block in life. They forget one thing that unless the change in any working system is initiated, the accomplishment gained do not sustain for a long time. By motivating the people in right perspective, the change can be implemented. This is known as the transition process. The companies, who are proactive in welcoming the arduous atmosphere of changes, look more active in this aspect become successful in the business environment. Companies cannot enjoy the mirth of the reputation for all their excellent deeds for a long period unless they put their best efforts to invite the changes in their working areas. Changes are applied to the whole organization starting from the operation to the strategic level. Employees of all categories together with promoters must be equally induced not only to devise the changes, but also to implement the same with full vigor. The organizations which follow this path are always in a position to overcome any turmoil complicated situation, which comes after a booming period.
Now, the organization that initiates acceptance of changes is bound to be more dominant and successful in the long run. Sustainability of such organizations is far more than the one who resists changes. It provides the companies with agility so that they are able to follow the steps of change management. Their desires to embrace changes embolden them to overcome any tumult in the business. It is also important that the changes should not occur very frequently. In that case, people will surely react and resist. Mostly, people accept changes when they find them benevolent in terms of growth development of their career. But, in case the leadership management fails in their endeavors to justify proper reasons for bringing the changes, people definitely retaliate for following psychological reasons which are seen very commonly in all human beings.
Any change develops complexity which clutters the mind with obsessed negativity and anxiety. And, to avoid the anxiety coming with the proposed change, people oppose the changes sharply.
New situations coming up with the implementation of changes call for a need for new knowledge and skill to be acquired by the people who are already used to perform with the current knowledge. They are comfortable and safe with the conventional method of working. However, with the change, they are required to sharpen their skills to adapt to the new environment. People have an inborn tendency of the dwelling as much as possible in the comfort zone and showing apathy to changes. The reason behind this is, they fear about the failures, instability, uncertainty, and insecurity connected with the changes.
Psychological power to disagree: Many times people are tremendously reluctant to accept changes because they believe that it is not the appropriate time to effect changes. This way, employees of an organization put blocks in the path of initiation of changes for the betterment of the company. Without knowing the consequences, they disagree with the changes and cause the organization suffers a lot. Further, the organization’s failure to implement the changes makes the employees so casual and rebellious that they start finding nukes in any decision proposed even by the top management.
People, performing the same duties continuously, master the techniques of the same which becomes a normal thing to them. They perceive some value and attachment towards the process they practice every day. They cling to it and take it granted that what they are doing is the best for the particular job. Psychologically, they are so motivated, that they feel that any change will prove detrimental to the growth of the company as well as to them. They also feel that their beliefs sustained so far will be completely shattered if any change is brought in the organization. And so, their value of feeling makes them vulnerable to the proposed changes.
Psychological power to inertia:
Unless you are strongly motivated to make efforts, changes cannot be initiated. Unfortunately, most of the people do not seem motivated enough. They put all their efforts to resist the implementation of any change. They feel that the changes if incorporated will make them tired and stressed. It could be even boring. To bring consensus while adopting changes, an organization must establish a culture of open communication by which both the organization and the employee serve as supporting players to each other. In this way, the organizations can create consensus amongst employees and prepare them to accept the new idea and whereby uncertainty of future is avoided. That is why organizations also are encouraged to advocate for the flexible business environment. In this type of environment, people will be so energized that they accept the changes willingly. Organization’s flexibility is reflected through its flow of information and dissemination of the same through various layers. Decision-making ability and decision-support system are the two prominent qualitative management aspects of a flexible organization. This type of organization does not support any bureaucratic attitude which is very detrimental to the growth of an open communication and decision-making environment.
Organizations which do not hesitate to recognize adversities are the one who embraces the changing trends. When the right information reaches to the right people at the right time, any odd situation can be easily eradicated with the help of crisis management. If the organizational work culture induces employee involvement in decision-making process both at operational and strategical levels, people respond very fast to changes. Here, they do not have to wait for the green signal from the top management to incorporate any changes. Employees will be very eager to adopt changes if they are encouraged to have decision making power.
Decisions should not be imposed upon the lower levels.
They should never be pressurized to accept decisions for which they do not have confidence for correct implementation. But, if the pressure level is mounted immensely, lower level people will show tremendous resistance to comply with the same. People would love changes if the organizational culture is supportive of the risk-taking approach of its employees and also stand by them for any consequences of the decisions taken by them. These organizations also encourage innovation. They embrace the learning of new curve of knowledge and skills just in order to boost the performance level of their employees. People then automatically go enthusiastic and avoid apathy or resistance to changes.
People who endorse the flexible business culture are more team-oriented believing in exploring the best of their abilities. Flexible business culture brings the feeling of working together amongst the team members accomplishing the common organizational objectives. Smaller / medium size organizations as compared to the bigger outfit are easily adaptable to changes because of their supportive and flexible culture