How much annoyance it generates in leaders and entrepreneurs proposing improvements to staff and not getting joy in response! Thus, many times we hear that people are resistant to change, and that in the face of any change we will be reluctant to incorporate it. It is even curious that the same happens with those desired changes, leveraged and generated by ourselves. However, few are able to explain the real reasons for this. From psychology, we can understand this phenomenon with greater precision. Knowing them will give the key to get around them.
1. Fear of loss.
Usually a feeling of anguish appears, accompanied by depressive anxieties, linked to the idea that we will lose something. For example, in the face of a promotion, that we will lose the relationship with our colleagues, or that the tranquility that accompanied the previous position will also disappear.
2. Fear of attack
"They transferred me to the section, I'm sure it will be to control me better. " In this case, it is the paranoid anxieties that make their entrance, showing themselves with the intensity of fear and fear that, in extreme cases, can be paralyzing for the subject.
3. Ignorance of the reasons that lead to change
It is known that a large part of the companies suffers from an oiled communication system. "I didn't find out" or "Nobody told me" are phrases that one hears on a daily basis. In this context, it is not difficult to think that people do not know the reasons that force them to change the way they do their work. Obligatory example: if you do not explain to your employees that the modification of some administrative processes will allow an improvement in the customer experience, for them it will only mean annoyance or discomfort for having to do their task in a different way than usual.
4. Distrust
To think that behind the causes put forward by Management there are hidden reasons. That what is proclaimed actually hides secret intentions. In this sense, a simplification of tasks for a job could be read as an attempt to reduce staff in the short term. Also the incorporation of technology, transmitted as a benefit for employees, is liable to be perceived with suspicion.
5. Organizational culture
Some companies are more flexible, elastic and innovative than others. If yours is in the group of conservatives, those who make the status quo a religion, do not expect from your employees a favorable reaction to the proposed change. Here, the effort must be almost cyclopean to reach the conviction of your people.
6. Personal comfort zone
Similar to what Freud called the Nirvana Principle, there is a tendency in man to minimize the tension derived from external stimuli, capable of removing him from his comfort. So, its correlate at work is the attempt to "leave things as they are" or the saying "Better known bad than good to know."
7. Loss of locus of control
Defined as a place of control, there are people who become stressed and confused when they feel they can lose control of a situation. If you think that from now on this faculty will be in another and not in him, what is expected is that it will be rigid and impervious to modifications.
Taking the above into account, it is essential that you provide time to explain and especially to listen to what are the perceptions that people have of the changes you propose, and that you stop to give them enough space so that they can be channeled. It will be the same people who will tell you what it is that worries and worries them, thus giving you the necessary tools to guide them and enthuse them with the improvements.
