How to minimise resistance to change when implementing new methodologies
Change is always stressful, even when people see the benefits. This is the case when implementing Agile and Scrum models to improve team effectiveness. Resistance to change is a natural process for some reasons. Understanding these will help to minimise the negative and quickly achieve the desired results.
There is always some discomfort for employees when organisational change occurs. It may be a change of manager, team member or management system. In most cases, resistance arises for the following reasons:
- Lack of information and awareness. Often, people do not understand why they need to change to a new methodology and an established system. Informing staff about the innovation’s purpose and benefits will help reduce resistance. Raising awareness promotes quick and easy implementation of the method.
- Uncertainty. Another cause of internal sabotage of innovation is fear of uncertainty. The manager aims to remove the team’s doubts by sharing knowledge. They should provide the necessary information about the methodology and its advantages.
- Doubts about job security. Employees are afraid of losing stability as a result of change. They are also unsure of their qualifications to work in the new environment. Providing assurances will reduce anxiety and improve the transition process.
- Lack of leadership support. A leader whom the team trusts must be in favour of the change. Their credibility will then help to convince employees that the change is worthwhile. In addition, management should be supportive of the transition to reduce tension.
It is not only the team that resists change. Managers also fear change for some reasons:
- fear of losing control and authority over the team;
- lack of time to make a quality transition;
- loss of a comfortable environment;
- misunderstanding the goals.
It is essential to work on removing resistance to achieve the desired results. This process must be done concerning both the team and the leader.
Strategies to overcome fear of change
The change process starts with communication and training. Employees need to understand that they have the opportunity to use a more flexible and effective method. They also need to be willing to try new things and improve their performance.
Implementing change is a team effort, with everyone contributing to the outcome. However, the process will only be effective if all employees recognise the need for change. Again, management needs to communicate the benefits of change as clearly as possible. People must understand their role in the change and gain the confidence to continue working.
Resistance can occur at different stages of system implementation. Regular monitoring of the pace and level of progress will help respond to problems promptly.
