Have you heard the phrase: “Don’t put any energy into the deniers”? But is this blanket statement really appropriate – even for long-term and comprehensive change processes? Particularly in the case of far-reaching changes, a group of loud objectors has plenty of time to negatively influence colleagues, sabotage positive impulses or dampen the spirit of optimism. People in this group are often “old hands” who know “how things work” – in the worst case, this gives them a great deal of influence. Even managers are not always as willing to change as we would like them to be and are therefore sometimes unable to motivate their teams in the face of resistance or carry them along with them.
What is behind the refusal?
Our recommendation is to always take a look at the reasons for resistance in order to explore whether and how we can succeed in turning resisters into supporters:
- Fear of the unknown: While the present seems clearly describable, the future can only be guessed at. When familiar processes and environments are taken away from us, most people become anxious and worried because we prefer familiar conditions. Those who have a strong need for security will develop great energy to defend this security.
- Loss of control: Change is always accompanied by phases of loss of control; the tasks or the working environment may change. In order to maintain control, rejection initially seems to be the only effective means.
- Lack of trust: If there is a lack of trust in the managers, in the meaningfulness of the change or in the process, resistance increases.
- Bad experiences: Previous negative experiences with change can create defenses to protect yourself and others.
- Identity threat: Changes can be perceived as a threat to professional identity and consequently to self-esteem.
- Fear of failing or not measuring up: Who knows exactly what skills we will need after the change process? This creates uncertainty and can cause people to resist.
Understanding individual motives
In order to be able to react specifically to refusal attitudes, it is worth taking a look at the various forms of basic needs. Basic needs are the origin of our central motivation system, the root of our feelings, the expression of our values and beliefs. This is why the fulfillment of our basic needs is so important for our well-being. If they are not fulfilled, we quickly lose our balance. In Change, most of our basic needs are shaken. Use the form of employee survey that suits you best to find out more about the psychological background to refusal:
- Anonymous surveys: Anonymous surveys can provide honest feedback and reduce inhibitions.
- Ask targeted questions: Develop questions that identify employees’ fears, concerns and suggestions.
- Individual and group discussions: Open dialog: Have open and honest discussions with employees to understand their individual perspectives.
- Focus groups: The exchange in and with focus groups offers deeper insights into the opinions and feelings of employees.
- Communicate the process and not just the results: this will enable you to keep providing (positive) impetus and explaining the next steps.
Analyzing your communication channels also provides valuable information. You can identify recurring themes and concerns from the feedback.
Individual personality tests are particularly worthwhile for managers, the most important multipliers in change, in order to better understand resistance. Knowledge of personal motives also helps managers to maintain their own stability and use this strength to ensure stability in the team.
These basic needs give rise to motives of varying degrees, from which we think, act and feel. For some, independence can be the most important motive, through which they experience self-efficacy. For others, order is something that gives them orientation and security. Some need words of recognition to feel that they belong, while for others the security of a family is enough to satisfy their need for attachment.
We work with the Luxx/Reiss profiles and would be happy to introduce them to you in an appointment.
The 16 life motives according to Steven Reiss are helpful companions in change. The
Reiss model was further developed at the University of Luxembourg and is now known as the “Luxx profile”. A free overview and a “quick test” for self-assessment can be downloaded here. Please contact us if you have any questions about the analysis or would like to use the model in your change process or as part of your team-building process.
Communication strategies for a targeted response to refusals
The universal nature of basic needs makes them particularly valuable for communication in order to formulate them in line with needs and thus become fully effective. We are all constantly busy fulfilling our needs. This requires sometimes more, sometimes less effort in the different phases of life and daily forms.
When it comes to communication, the basic principle is that there should be something for everyone, i.e. that everyone’s most important needs are addressed in some way.
- Clear communication: Provide clear and precise information about the reasons and purpose of the upcoming changes. Proceed moderately in manageable steps during implementation to facilitate adaptation. This will reduce your fear of the unknown.
- Enable participation: Actively involve employees in the change process in order to strengthen their self-efficacy and thus their sense of control. With scope or even freedom to make decisions, you address the need for autonomy.
- Promote transparency: Be transparent in your intentions and decisions to create trust. By cultivating personal relationships, you get feedback on the process and the mood on the one hand, and on the other hand you have the opportunity to take a genuine interest in the well-being and opinions of employees – this also builds trust.
- Express appreciation: Appreciate and recognize employees’ past achievements and roles. If new roles have to be defined and filled, you should support them with HR in finding and fulfilling their new roles and identities in the changed environment.
- Training courses and seminars ensure that knowledge is built up. Particularly in times of change, this helps you to overcome the fear of not being able to cope with new tasks and also strengthens your self-efficacy.
Negative moods and defenses can sabotage any change. That’s why it’s worth approaching it communicatively – the tools and methods are there and they are easy to use. If you don’t want to make the effort, you should bear in mind that every analysis of internal target groups is also an investment in general communication strategies. Those who know their target groups are not only more effective during change, but also beyond.
The Riemann-Thomann model is well suited to managers who want to learn more about their own needs and those of their employees. You can download a free overview here.