How to convince others that change is necessary

Change is crucial, no matter if for your personal development or the development of your company. But it is not always easy to convince others that this change is necessary. Individuals have different responses to change. Some will be obvious in either their support or their opposition, while others may be inconspicuous or even covert. Identifying resistance to change and managing it quickly is vital to any change management process; failure to do so can derail even the most carefully planned change.

Types of responses to change

There are four different ways to react to change. Which one is closest to you?

Enthusiasts

These people are somehow personally invested in the change. Perhaps it was their idea, or perhaps they stand to receive some form of recognition, compensation, promotion, or personal satisfaction in seeing the change implemented. This group will be vocal and supportive of the change and will work to get others to adopt it as well. They will model the behavior from the beginning and attempt to demonstrate the benefits of doing so to others. Enthusiasts will be change leaders, whether formally or informally.

Followers

This group does just what the name suggests – they follow the leader into the change. They may initially be resistant to the change, but eventually they fall in line. Or, they may adopt the change from the beginning because it is easier than resisting. In either case, this group is unlikely to do anything more than what is absolutely required of them.

Objectors

Objectors are against the change and will take any and all opportunities to express their objection. You may see them object in numerous ways: disrupting meetings or training sessions, arguing against the reality of the benefits, refuse to attend training, continue to perform tasks in the old way, take leave during the change, and trying to convince others to abandon the change. Resistance may be formally organized in a unionized environment, or can be informally organized into ‘us’ versus ‘them’ team mentalities.

Underground

This group of people is also resistant to the change, but they have personal reasons for keeping that resistance ‘below the radar.’ They may be in a position of leadership that is supposed to be promoting the change, or they may fear repercussions for expressing resistance such as termination, demotion, or even ridicule or other negative reaction from co-workers. This underground resistance can take place in many forms: going slow on purpose, falsifying or manipulating data, spreading rumors or making sarcastic comment, doing poor work, or even stealing or damaging equipment.

On the one hand, you can work to support and encourage the enthusiasts and followers; while on the other hand, you can work to manage the objectors and underground objectors. Do not make the mistake of thinking that reinforcing supporters alone will be enough to stop damage from objectors; a combined approach is necessary to give you the best opportunity of implementing the change despite the objections to it.

Remember that most employees will eventually adapt the change if given the right incentives, the right information and support, and the right rewards and affirmation.