Transitions

Virtually any type of organizational change involves role transitions of some type. In light of role transitions, it is almost natural for employees to resist major changes in the workplace environment. Some contend that resistance to change is "natural"; they contend that this resistance is instinctive; that humans have a desire for perpetual stability.

Successful change initiatives recognize that resistance in compassionate and effective ways. Individual interviews provide an environment where individual stories can be heard in a safe environment. Whole Person Process Facilitation can be used in focus groups with an appreciative inquiry and vision based diagnosis approach to identify resources the organization already possesses that are currently utilized, under-utilized, or have been previously unrecognized.

Open communication, honouring tradition, stakeholders feeling heard, and attending to grief are all important components of organizational change, and drastically reduce resistance. In any change process, resistance can arise at any given moment. During the change process tough decisions have to be made and communicated. New possibilities and new priorities are intimidating to employees – the ones who most often have to live with the effects of these decisions. The simple announcement of changes in an organization can bring forth feelings of apprehension, insecurity and fear – leading to stress.

Reducing resistance includes giving voice and paying attention to grief work; building capacity for change into the integration project plans and management approach; communicating decisions as early in the process as possible; not underestimating the emotional impact on the people involved (including senior management), dealing with the "me" issues as early as possible; treating the past with respect while speaking frequently about the new opportunities and challenges that call for new responses in a positive manner; allowing time for healing. Many theorists believe that the main reason organizational changes fail is because management does not focus on the endings that are a natural consequence of any change.

For the core competencies, build capacity by providing space for people to reflect on both the successes and barriers and resistance to become more fluid in change and create the conditions in a positive way.

About the Author: Judith Richardson, MA, BA, B.Ed, MEC

Recipient of International Coach of the Year, Canadian Progress Club Women of Excellence Award as Entrepreneur and Innovator, and the Saint Mary’s Distinguished Community Service Award, Judith works and plays across North America, Europe, Jamaica, Siberia, Australia, Sweden, Israel and Russia. As CEO & Principle of PONO Consultants International Inc, Judith Richardson is a recognized Organizational Strategist and Executive Coach, inspirational speaker, and influential teacher. She combines exuberant optimism and play with seriously-honed skills, limitless thinking, a piercing intelligence and an uncanny ability to weave in concrete concepts – grounding vision when we aren’t even aware of it. www.ponoconsultants.com

Permission is granted to copy or distribute this article in its entirety as long as this copyright notice and full information about contacting the author is attached. For permission to reproduce specific articles, send an email to: judith@ponoconsultants.com ©2010 Judith Richardson. All rights reserved.

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