We encounter this question very often. Especially when it comes to embracing digital change, usually highly desired but of course also a source of "resistance. And how do you do that? How do you get people to go along with a new way of working anyway.
Essentially different
I assume that this is a change or innovation. So that you want people to work with a new tool, or be asked to work in a different way. So a significantly new way of working, which requires them to adapt. Or say "no. And the latter does not happen so explicitly, we are not used to that and it is not done in our hierarchical world. You don't say 'no', but you do throw your ass to the chin, as we say here in Eindhoven.
What does that actually say, that people don't want change?
Resistance, or wanting to stick with the familiar, is just healthy. A number of us have often had to firmly protect ourselves in our younger years. That may be because they had parents who had expectations you couldn't meet, or it may be that in education or in sports, things were asked of you that you couldn't meet. If you cannot just say "no" and someone, or a system, is stronger than you, then you will have to protect yourself, otherwise you will lose yourself. As far as I'm concerned, that's the core of why people don't want to. They are wary. Whether they still have to be, in this situation at work, is actually unclear to them. It's often an old survival mechanism, so it used to serve them well. But which now "automatically" comes back on, as a reflex, but is actually no longer functional. If the latter is the case, people often know deep down that it doesn't work. But if it's automatic, there's not much you can do about it at that point.
Resistance clicks on resistance
In some people, resistance is enormous. And when it "turns on," it immediately affects others. It is almost a law that in others their resistance will turn on as well. Just look at yourself: suppose you have come up with a fantastic idea that could really save your company a lot of money. Perhaps your director, or certainly the chief financial officer, is very enthusiastic and wants to realize that idea as quickly as possible. He and you may not be mindful of colleagues who are not so enthusiastic about this. It just might cost them their jobs. How do you think they react? And then in turn, what is your reaction. You immediately come to your own defense and start doing what you always do then: convince, defend, or manipulate, in short you pull out all the stops. And then you're gone, that beautiful idea has then immediately become a "tricky" thing. In many ways.
Now how does such a process work, in the eyes of an employee: ordinance of the bossIf one thinks he has to protect himself, then almost as a matter of course the other does too. In the animal world, if an animal sends a signal that it feels threatened, all other animals are immediately alert. And with the focus on that which threatens, no animal is busy exploring a new piece of ground. Or eating some food at its leisure. No, all alarm bells are on red.
How could it be otherwise?
The simplest thing is: take away the sense of threat or danger. And you do that by simply asking questions and listening deeply. This can be done individually, but you can also ask the questions to a group: 'Tell me, what is it that is holding you back, or where do you see the threat? What makes it complicated for you and why? Can you explain what you're up against?' Keep asking until everything is on the table. Also keep checking that you have heard everything. Summarize what you have heard, repeat it and ask for confirmation. In short, give plenty of room for people to come up with their objections. Take that seriously, and consider what is said as factual information. Don't make a point of it, then you won't react from your own defense either.
Boundaries
Do establish in advance that there are limits to what can or cannot be changed. For example, once you buy a system, it's not like it's going to disappear off the table again. Then you wouldn't be taking yourself seriously either. Or if the new way of doing things has been decided, it's not like that's negotiable. Be prepared for counter-movement for yourself. Being prepared does not mean letting go of your own ideals. Being prepared does mean understanding that you and your working group have been working for months to change something. The trap is that you go to people with the conclusion of your working group. So where you end, that's where you start for others. Others who don't know anything yet, don't know why and haven't been included in the process of consideration. You're bound to get a backlash. And rightly so, you would probably do it yourself.
Surprise
I myself have been intensely involved in change processes for a long time. And it still intrigues me how patterns of the old family and patterns in work situations interact. It will not be the first time that my greatest opponents have become my greatest ambassadors. And if I think about it carefully, it is also explainable. The greatest opponents have had to fight the hardest, but they have often had to protect a very great quality of themselves. They naturally do the same when you come up with your fancy plan. Until the moment they no longer have to defend themselves. Very often then that great quality of them also comes out. Very often I have experienced that I received a lot of support for the renewal that was so desired. And so suddenly I had supporters instead of opponents.
So: understand what is happening, embrace all resistance, don't get defensive and listen. You never know how much help you will get in the end!
Yolande van der Veer - Expert