Americans are cynical when it comes to change in the workplace.
To probably no one’s surprise, that’s what the American Psychological Association found in a recent work and well-being study. The study found that a third of U.S. workers believed management had a hidden agenda when it came to changes, that their motives and intentions were different from what they said and that they tried to cover up the real reasons for the changes.
Moreover, the study found that adults who have been affected by changes at work are more likely to report chronic work stress, are less likely to trust their employers and are more likely to say they plan to leave their organization within the next year.
Given the negative impact of change, it’s no wonder that multiple studies over the years have shown that the majority of change programs in the workplace fail to achieve their goals. It’s also no surprise that, in many companies, wary workers feel that the more things change, the more they stay insane.
What is it about change that frightens so many people? Why do many people respond by digging heels in or go kicking and screaming? One psychological theory is that people resist change because change equals loss, and many of us don’t do grief very well. Typically, the theory goes, people will go through the stages of loss — anger, depression, denial, bargaining — before accepting the change.
This concept makes sense if the pending change really fits into the loss category. What it does not explain is why people still resist changes that are not losses but potential gains and things in which they themselves believe.
While there is plenty of finger-pointing to go around for the failure of change management programs, the prime mover is human nature itself. Sometimes referred to as the “what’s in it for me?” (WIIFM) factor, the truth is that all of us work within a self-serving circle that only increases in circumference when we are stressed.
Since both change advocates and protesters can agree that change is inevitable, and that those who adapt get to evolve into being continually employed, a new paradigm of change is called for — one that is not at odds with human nature.
It’s time we lay to rest the concept of change management, since it relies on the failed notion that leaders can convince people to act against their own sense of what is fair and meaningful. Employees will be better served by seeing themselves as change administrative assistants (the ones who really keep an organization from going off the rails) and take personal responsibility for the ebb and flow of the work landscape.
Returning the locus of control inward — answering the WIIFM questions for oneself — stressed-out workers can take comfort in riding the change wave rather than being swept away by it. Managers, rather than trying to convince skeptical workers that “this time the change is really going to be good for us,” can instead focus on providing timely and accurate information and on role modeling change-oriented behaviors.
Tips for Approaching Change in the Workplace
Understand what’s in it for you before someone does it for you
Actively focus your attention on the possible positive outcomes for yourself, even if the only current outcome that you can think of is having survived another round of change.
Don’t believe everything you hear
Avoid the rumor mill and those who are predicting the end of life as you know it. This only increases your stress and limits the executive-level thinking needed for making rational decisions.
Believe that you haven’t heard everything
There is always more to the story than is being presented no matter how many times you are told, “as soon as I know, you’ll know.” Be prepared for the inevitable hiccups in the process along the way.
Vent only in a safe place
Many changes in the workplace are suffocated by the toxic environment created by those who feel the need to “get this off my chest.” In order to avoid inhaling the fumes put out by the naysayers, seek the support of a non-work friend, advisor or counselor.
Watch the flow before you go with it
The common wisdom of simply moving with the change makes sense as long as the flow doesn’t end at a towering waterfall. Try to develop a sense for seeing the big picture.
