Failure to manage change increases stress, absence levels and conflict at work

Resistance to change is a human response caused, in the main, by fear. To many, change represents uncertainty, insecurity and the unwelcome prospect of new situations which are likely to require extra effort and adjustment. We fear the unknown and are reluctant to step outside of our comfort zones.

This is particularly true where change is initiated by someone else – we are even less likely to welcome change that we don’t support and that is not within our control. This human reaction to change is typically overlooked in business when the main preoccupation tends to be with operations, processes and systems. While many managers acknowledge the need to keep people involved and informed during periods of transition, most would also agree that, when the pressure is on, people issues tend to get overlooked – there are too many other things happening. As a consequence, staff end up feeling more anxious, uncertain and neglected. Resentment and hostility builds which translates into increased incidents of workplace stress, absence from work and internal conflict. All of this is not only damaging and costly for the business, but also decreases the chances of achieving the changes envisaged.

A well planned, effectively managed communication and engagement strategy is fundamental to any change programme. Such a strategy will not only help to avoid the internal problems of conflict, absenteeism and stress but can also have a positive effect on the business.

Through the process it is likely that “champions” for change will emerge who can provide a positive input and encourage others to get behind the project. New ideas which contribute to the success of change are more likely to emerge when staff are engaged and motivated to support the process. It is not unusual for hidden talents and abilities to materialise during well managed change programmes, making it a fantastic opportunity to get the very best results from your existing team.