QUESTION 1 [25 MARKS]
Read the following case and answer questions that follow.
WHY WE FEAR CHANGE, AND HOW TO OVERCOME IT
It has perhaps become a cliché to say that people fear change. It does seem however that in many
organisations a pervasive fear of change exists, tending to manifest itself as resistance or
opposition to change. Under these circumstances, a leader’s experience is often that, in spite of
their best efforts to introduce change, people just don’t seem to get it. It could be the most
compelling proposition or something with a seemingly inconsequential impact, yet change seems
difficult, slow or downright impossible – in practice, we know from research that around 70-80%
of change efforts do not achieve their aims. Faced with resistance, many leaders attempt to drive
through changes but, as we can see, this often deepens the resolve of the ‘resistors’ and can lead
to outcomes that are in nobody’s interest. In this case the resistance is easy to see.
The analogy of this unfinished motorway might be a caricature, but the picture can be seen as a
metaphor of what happens when people resist change. If leaders are going to enable the process
of change in their organisations then they need to understand why people fear change. In our
experience, many leaders find themselves struggling with resistance without having a sense of
what fears lie behind people’s resistance to change. Unfortunately, because people who are
scarred try to protect themselves and do not want to make themselves vulnerable, they do not say
to their leadership: “we are scared of this change and what it represents”. From a psychological
perspective, all change necessitates some form of loss, whether it is having a child, getting
promoted or losing one’s job.
It is important to note the distinction between ‘potential’ and ‘imagined’ losses. In many
instances, our fears reflect our own neurotic anxieties rather than being grounded in what is
actually happening to us. More often than not fear arises from the unknown and what we imagine
might happen rather than from the known. These are the ‘monsters in the dark’ of our childhood.
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July - December BOB611 Organisational Behaviour
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During periods of change, many of us imagine outcomes or losses that have little likelihood of
happening or, if they do happen, turn out to be far less damaging and hurtful than we imagined
they would be at the time. Because of our fear of loss, most, potentially all, of us are ambivalent
about change. The sociologist Peter Marris studied change in communities around the world and
observed: “Whenever people suffered loss – even though they might also desire change – their
reactions expressed an internal conflict, whose nature was fundamentally similar to the working
out of grief.”
It is not uncommon, for instance, to find that an executive feels depressed following promotion
to a job they have aspired to get for many years. The promotion incurs many losses such that the
loss of an aspiration or goal that has now been achieved. The period of depressed mood is
necessary for the loss to be recognised and accepted; understandably such losses can be painful
and we therefore try to avoid them where possible.
Source PMI - Guest bloggers Andrew Day and Kevin Power
a. The fear of change therefore can be understood as a fear of ‘potential’ or ‘imagined’ loss.
Discuss any five potential or imagined losses that can be caused by change in an
organization. (13 marks)
b. What strategies would you recommend for leaders to help employees deal with fear of
change in an organization. (12 marks)
a. Five potential or imagined losses that can be caused by change in an organization are:
1. Loss of job security: Employees may fear that change will result in job cuts or restructuring, leading to a loss of their livelihood and financial stability.
2. Loss of familiarity and routine: Change often disrupts established routines and processes, which can be unsettling for employees who are accustomed to a certain way of doing things. They may fear that they will need to learn new skills or adjust to unfamiliar methods.
3. Loss of control: Change can make employees feel like they have less control over their work or the direction of the organization. They may fear that their opinions and input will be disregarded or that they will be forced to conform to new rules and regulations.
4. Loss of status or influence: Certain changes, such as organizational restructuring or a shift in leadership, can result in a loss of status or influence for some employees. They may fear that their role or position will be diminished or that they will be demoted.
5. Loss of social connections: Change can lead to shifts in team dynamics or the formation of new workgroups. Employees may fear losing relationships with colleagues or feeling isolated in a new work environment.
b. To help employees deal with the fear of change, leaders can implement the following strategies:
1. Communication and Transparency: Leaders should communicate openly and honestly about the reasons for the change and the expected outcomes. They should provide regular updates, address concerns, and clarify any misconceptions to alleviate fears and build trust.
2. Inclusion and Participation: Involve employees in the change process by seeking their input, ideas, and suggestions. This creates a sense of ownership and empowerment, minimizing feelings of helplessness and resistance.
3. Training and Support: Provide adequate training and support to help employees develop the skills and knowledge needed to adapt to the change. Offer coaching, mentoring, and resources to assist individuals in navigating through the transition.
4. Employee Engagement: Leaders should actively engage with employees, solicit feedback, and create opportunities for dialogue. This helps to foster a sense of involvement and collaboration, reducing anxiety and resistance.
5. Recognize and Celebrate Progress: Acknowledge and celebrate small milestones achieved during the change process. This reinforces positive behaviors and achievements, boosting morale and confidence.
6. Role Modeling: Leaders should lead by example and embrace the change themselves. This demonstrates their commitment and encourages employees to do the same.
7. Emotional Support: Provide avenues for employees to express their concerns, fears, and emotions related to the change. Offer counseling or support programs to help individuals cope with stress and anxiety.
By implementing these strategies, leaders can help alleviate the fear of change and create a supportive environment where employees feel empowered and motivated to embrace new initiatives.