long way.

In fact, alongside and part of any change in the organization’s technical system should be a plan for how to help the social system adapt to the change. Management often either believes this to be unnecessary (“if it’s a good idea everyone will understand and support it”) or avoids it because it’s messier and less predictable.

Business professionals are often stymied by the problems they encounter when trying to implement change. Their frustration can then create even more of a roadblock. Following are a few tips for dealing with resistance.

1. Realize that the resistance is a normal, rational human response. Studies of the brain indicate that we prefer the familiar, since it takes less energy to deal with and there are fewer potential fears. If one responds to resistance in a manner that causes others to feel as though their concerns are invalid, they will simply feel more threatened.

2. Try to determine the most significant reasons for resistance (their fears and/or concerns), and find ways to help resolve them. This works much better than trying to convince them harder that the change is in their best interests.

3. Don’t spend a lot of time trying to work with those who resist nearly everything. It’s part of their psychological makeup, so you’re better off working with those who are more likely to take some risks. Once they’ve done so and succeeded, others are more likely to get on board.

Organizations often create much of the resistance due to a lack of communication. We all need time to assimilate new ideas, so letting people know in advance what is coming, why it is being done, and what will be done to ensure that it will be successful can go a long way.

In fact, alongside and part of any change in the organization’s technical system should be a plan for how to help the social system adapt to the change. Management often either believes this to be unnecessary (“if it’s a good idea everyone will understand and support it”) or avoids it because it’s messier and less predictable.<

familiar, since it takes less energy to deal with and there are fewer potential fears. If one responds to resistance in a manner that causes others to feel as though their concerns are invalid, they will simply feel more threatened.

2. Try to determine the most significant reasons for resistance (their fears and/or concerns), and find ways to help resolve them. This works much better than trying to convince them harder that the change is in their best interests.

3. Don’t spend a lot of time trying to work with those who resist nearly everything. It’s part of their psychological makeup, so you’re better off working with those who are more likely to take some risks. Once they’ve done so and succeeded, others are more likely to get on board.

Organizations often create much of the resistance due to a lack of communication. We all need time to assimilate new ideas, so letting people know in advance what is coming, why it is being done, and what will be done to ensure that it will be successful can go a long way.

In fact, alongside and part of any change in the organization’s technical system should be a plan for how to help the social system adapt to the change. Management often either believes this to be unnecessary (“if it’s a good idea everyone will understand and support it”) or avoids it because it’s messier and less predictable.

ays to help resolve them. This works much better than trying to convince them harder that the change is in their best interests.

3. Don’t spend a lot of time trying to work with those who resist nearly everything. It’s part of their psychological makeup, so you’re better off working with those who are more likely to take some risks. Once they’ve done so and succeeded, others are more likely to get on board.

Organizations often create much of the resistance due to a lack of communication. We all need time to assimilate new ideas, so letting people know in advance what is coming, why it is being done, and what will be done to ensure that it will be successful can go a long way.

In fact, alongside and part of any change in the organization’s technical system should be a plan for how to help the social system adapt to the change. Management often either believes this to be unnecessary (“if it’s a good idea everyone will understand and support it”) or avoids it because it’s messier and less predictable.

nce they’ve done so and succeeded, others are more likely to get on board.

Organizations often create much of the resistance due to a lack of communication. We all need time to assimilate new ideas, so letting people know in advance what is coming, why it is being done, and what will be done to ensure that it will be successful can go a long way.

In fact, alongside and part of any change in the organization’s technical system should be a plan for how to help the social system adapt to the change. Management often either believes this to be unnecessary (“if it’s a good idea everyone will understand and support it”) or avoids it because it’s messier and less predictable.

long way.

In fact, alongside and part of any change in the organization’s technical system should be a plan for how to help the social system adapt to the change. Management often either believes this to be unnecessary (“if it’s a good idea everyone will understand and support it”) or avoids it because it’s messier and less predictable.

© 2006 Duke Okes