How to deal with psychological resistance in organizational reform

There are seven main strategies to defuse resistance to organizational change:

One isEducation and communication. By communicating with employees and helping them understand the logic of change, there will be less resistance to change. Communication can reduce the impact of distorted information and bad communication, and communication helps to "sell" the need for change.

The second isParticipate. It is difficult for individuals to resist transformative decisions that they are involved in making. Opponents should be included in the decision-making process before change.

If participants have expertise and can make meaningful contributions to decision-making, their participation can reduce resistance, gain commitment, and improve the quality of change decisions.

The third isSupport & Commitment. Change agents can reduce resistance by providing a host of supportive measures. When employees are frightened and worried, counseling and psychological counseling, training in new technologies, and short-term paid time off are all beneficial to their adjustments.

Research on middle managers shows that when managers and employees have low emotional commitment to change, they maintain the status quo and resist change. As a result, angering employees also helps them increase their emotional commitment to change rather than maintaining the status quo. Terrestrial buried rock.

Four areNegotiation. Another way to defuse potential resistance to change is to trade something of value for a reduction in resistance. Resistance to change is concentrated on a small number of influential individuals, and a specific remuneration package can be agreed upon to meet their individual needs.

When resistance to change is very high, negotiation may be a necessary tactic.

Fifth, yesManipulation and bribery. Manipulation refers to covert influence, such as distorting facts to make them appear more attractive, blocking unwelcome information, and spreading rumors to make employees accept change. Buy-off refers to a method that involves both manipulation and participation, by giving leaders of certain groups that resist change an important role in making decisions about change.

Six isChoose people who are receptive to change. People who can best adapt themselves to change, who draw on a wide range of experiences, have a positive attitude towards change, are willing to take risks, and are flexible in their behaviour can be selected by the organization to drive the process of change.

Seven isCompulsion. That is, direct threats and pressure on the boycotters. Such as closing factories, threatening transfers, not promoting, negative performance reviews, providing unkind letters of recommendation, etc.

The process of organizational change is a process of breaking with the old and creating the new, and it is natural to face a state of intertwining and mixing of driving forces and constraints. The task of the organizational change manager is to take steps to change the contrast between these two forces and facilitate the smooth flow of change. It has been shown that strengthening the driving force without removing the resistance can exacerbate the tension in the organization, thereby invisibly increasing the resistance to change; Taking steps to remove resistance while strengthening the drive will be more conducive to accelerating the process of change.

First, the human resources of the enterprise should serve the organizational change. Employees' personalities are closely related to their attitudes towards change, so companies should introduce psychological leveling in the recruitment process, and recruit some employees with strong adaptability and courage to accept challenges through leveling. Secondly, in the process of organizational change, enterprises should strengthen the training of employees, improve the knowledge level and skill level of employees, so that the quality of human resources and enterprise reform can be promoted simultaneously.

Thirdly, in the daily operation process of the enterprise, the enterprise should establish a culture of collectivism, cultivate employees' sense of belonging to the organization, and form a corporate culture that is willing to share weal and woe with the enterprise.

2. Strengthen communication with employees to understand the significance of change.

Before the implementation of the change, the decision-makers should create a sense of crisis, let employees understand the urgency of the change, let them understand the benefits of the change to the organization and themselves, and provide timely information about the change, clarify various rumors of the change, and create a good atmosphere for the change. In the process of implementing the change, it is necessary for employees to understand the implementation plan of the change, and to listen to the opinions and suggestions of employees as much as possible, so that employees can participate in the change. At the same time, enterprises should always pay attention to the psychological changes of employees, communicate with employees in a timely manner, and make some kind of commitment at the appropriate time to eliminate employees' psychological concerns.

3. Appropriate use of incentives.

The appropriate use of incentives in the process of organizational change will achieve unexpected results. On the one hand, enterprises can improve the wages and benefits of employees in the process of implementing changes, so that employees can feel the benefits and hope of change. On the other hand, companies can reuse some employees to stabilize key employees, eliminate their concerns, and make them feel comfortable working for the business.

Fourth, introduce a spokesperson for change.

Change advocates are often referred to as consultants. In the process of change, some employees perceive the motivation for change as subjective, and they believe that change is for the better self-interest of the authorities. There are also employees who have limited ability to implement change effectively as a change agent.

The introduction of a change advocate can solve these problems very well. On the one hand, consultants are usually made up of external experts whose knowledge and competence are beyond doubt. On the other hand, since the spokesperson of change comes from a third party, he can usually understand the problems faced by the enterprise more objectively and find solutions more correctly.

5. Use force field analysis method.

The force field analysis method was proposed by Lu Yin in 1951, he believes that change is a dynamic equilibrium state of various forces acting in opposite directions, for a change, there is both the power of change and the resistance to change in the enterprise, and people should find the breakthrough of change by analyzing the power and resistance of change.

1 Participation and commitment: The more involved people are in something, the more they will take responsibility for the work and support the process of the work. However, this approach is time-consuming and carries the risk of inadequate change planning.

2 Education and communication: This method is suitable for situations where information is scarce and the environment is unknown, and it takes more time to implement. Education and communication, enabling the sharing of resources, not only bring about the same awareness, but also create a sense among group members that they play a role in planning change.

3 Exchanging time for space: Even if there is no resistance to time, it takes time to complete the change. It will take time for the members of the organization to adapt to the new system and remove obstacles.

If the leaders are impatient and speed up the implementation of reforms, there will be a sense of oppression on the subordinates and a new kind of resistance.

4. Group promotion support: This includes a strong sense of group belonging, setting group goals, cultivating group norms, and changing members' attitudes and values. This method is more effective when used in people who resist due to poor psychological adjustment.