Savills plc
Savills plc
11/29/2022 | Press release | Distributed by Public on 11/29/2022 06:13
Why resistance to change is common when it comes to the workplace
Prior to the pandemic, many people packed on to a train every day, went to the office, sat at the same desk, picked up a sandwich for lunch and thought nothing much of it. Yet, for many, this is no longer the case with the move towards hybrid working. While there is no doubt that this change was already afoot, Covid-19 acted as a significant accelerant when it comes to the transformation of the workplace.
Discerning businesses have been guided by an effective change strategy to help their people adapt to these new ways of working. However, not everyone will embrace workplace changes with open arms. How, then, can you get people on board to ensure a smooth transition?
First and foremost, it is essential for people to understand why the change is happening. What are the reasons for the change from a financial, operational and cultural perspective? What are the benefits of the change to the business, to individuals, to the environment? What are the risks of not making the change? Whatever the reasons at a macro level it is human nature to distil this to the micro 'what does this mean for me?'.
For organisations moving away from individually allocated desks and single occupancy offices to a more flexible, shared environment, perhaps with a reduced footprint, people will naturally be wondering how this will work. How will I know there will be space, what if I can't sit with my team, how will I be able to concentrate?
It is important to acknowledge that resistance to change is entirely normal, expected even. However big or small the concern, people should be encouraged to speak up. Efforts can then be made to mitigate resistance before it festers and gains momentum.
This can be done by engaging widely and transparently. Respond quickly to inaccurate rumours, listen to concerns and invite discussions to find a way forward that works for individual teams within agreed parameters. Giving people an element of control and a genuine part to play in a workplace transformation will encourage buy-in.
Many people will accept and positively welcome change and it is important to use this to your advantage. Many more will quietly conform, and those on the fence will be heavily influenced by their peers and attitudes of their leaders. Using positive influencers to generate excitement and spread the word should capture those who are wavering.
There will, however, always be individuals that remain steadfast, some with valid reasons why the new environment will simply not work for them. In some circumstances small concessions will make a big difference. Consider individuals for whom familiarity and routine is everything. Not knowing when or where they will be in the office from one day to the next can cause enormous anxiety and stress. Listen to them and adapt.
Central to any successful change is communication. Clear and consistent messaging from leaders and managers through a range of channels is key. This is alongside an active change network who can act as the conduit between the workforce and the project team, taking a regular pulse of the organisational mood so things can be adapted accordingly to ensure a smooth transition.
Ultimately, resistance to change is as inevitable as change itself and is simply part of the journey. Whether there's turbulence, or a perfect landing will depend on how the process is managed.