Estas transformaciones pueden ser planificadas o no, catastróficas o evolutivas, positivas o negativas, fuertes o débiles, lentas o rápidas y estimuladas interna o externamente, sin que importe su fuente, naturaleza, origen, velocidad o fuerza, los cambios producen profundos efectos en quienes los reciben.
Independientemente del origen y forma del cambio, la resistencia al cambio siempre se presenta y se trata de un síntoma absolutamente natural. And it refers to the forces opposed to the organizational changes and are evidenced by the behavior of employees who are meant to discredit, delay or prevent the implementation of a job change, because they threaten their security needs, interaction social, status, competence or self-esteem.
With the definitions given above, we can say then that the resistance to change is nothing but a struggle of opposing forces, where one wants to impose and the other refuses to accept things, ideally the person responsible for make the change has the ability that other people see it as a win-win, and not as an imposition, as employees feel threatened for various reasons among which are fear, for safety, for convenience, to experience something new or complicated, among others.
How does it manifest resistance to change?
· issues in a fractious any details of the proposed change.
° external doubts about the need for a change.
· Convert the initiative to change an object of ridicule and derision.
· pretend indifference to the project. To study
the project when you have more time.
· Remember the past nostalgically.
· Refrain to cooperate in the process.
· discredit to the initiators of change.
· Overestimating the current situation.
First, at the base of the pyramid are the people who "do not know" enough, tend to delay the change, which is perceived as some form of resistance. This delay is caused by lack of communication on the process of change, where it resists any change, unless you know what it is to be done and what is its impact in personal terms. Too biased vision of change, many times those negative ratings change only what is happening in their environment influence, without considering the overall benefits obtained by the company as a whole.
So if people are given enough information about the change and is educated, can offer some resistance, clearly because they perceive that "can not change" as that they feel constrained by the organization, do not know how to do what to do or simply do not have the necessary skills for the new situation. Among the factors that influence the opposition or resistance to change, include: the type of organizational culture, lack of individual ability, difficulties in team work, the perceived lack of resources and the perception that real change can not occur. It is necessary that people know about the change to deal with because this way they will feel able to run it and therefore begins to be important for the effective will to change.
The "not wanting to change," consider, as they do not want or are forced to move outside their comfort zone.
For his part, John W. Newstrom, in his book Human Behavior at Work, says there are three main reasons that employees of an organization to resist change:
1. Employees are uncomfortable with the nature of change itself, and resist change for fear of the unknown.
2. The method by which change is introduced.
3. Inequity experienced when people perceive that underwent a change and someone else seems to get the benefits.
The following figure shows other reasons that resistance to change occurs, some people identify with, but others include the nature and structure of organizations.
Fuente: Don Hellriegel. Comportamiento Organizacional
¿Por qué se resiste el individuo al cambio?
Existen algunas variables psicológicas que influyen en la conducta de un individuo frente al cambio:
a) Percepción.
Fuente: Carlos Augusto Audirac y otros. ABC del Desarrollo Organizacional
b) Habits: They are an obstacle to the degree of attachment that characterizes them and because it is an economy measure, since we avoid thinking when applied in every situation, so that a change of habit implies greater investment of energy, or carrying out extra effort.
c) Fear of the unknown: the future is not here, so is a mystery, a fantasy so many people would rather not face the risk of finding surprises, whether good or bad, so that tend to stay in the place where they are today.
d) Adherence to the known "better known evil than good to know."
e) tendency to maintain stability: the more they cling to their individual behaviors models will resist change.
f) Adherence to the developed by the individual himself: when a subject is the author of a particular situation, the change becomes a disgrace and little appreciation for their efforts. John W.
Newstrom, author of Human Behavior at Work, indicates that there are three types of resistance to change that act together to produce an employee's general attitude toward him, the logical strength, endurance, psychological and sociological resistance. It also reveals that there are three stages of change, which are: Defrost, change and refreezing, the first means that you must abandon old ideas and practices to learn new ones. The second is the step that you learn new ideas and practices and the third stage means that what is learned is integrated into actual practice.
is why it is necessary that organizations focus on building a culture of change, because in the market customers are increasingly demanding better products and services if they meet the company simply will not last over time, and break the paradigm of "who does not adapt to change will die on the road" must be clear that change is a reality that affects everyone and is necessary to face. The general context that surrounds the business is in constant motion and is efficient, requires a high capacity to adapt to survive, we must deal with an unstable environment of constant change, to survive and compete quickly and effectively.
Reflections on the human side of change
Change is everywhere and every day new methods to increase either the productivity, production, quality equipment and quality of life is why people should adapt to these changes, because when they do respond with their emotions and reasoning. If companies are to adapt, they need to invest money, human capital and technological capital, so allow your staff to feel confident and motivated to access these changes.
The change process is efficient to the extent that their partners feel committed to it, it is necessary that people be taken into account, ie they are informed of each decision, evolution and conclusions to be reached , so they feel part of the change process. It often happens that staff do not get to commit to change because they simply do not know what will happen, do not know how to deal with it, and ignore, is that they cling to what is already known and therefore resist the new.
Usually a person who is accustomed to perform their work in a manner and for reasons unrelated to her it change a procedure, it is resistant to change, as it is used to run it the same way that it is much easier and comfortable, and if we add that he was not prepared for this change, creating a climate of tension in your work area.
Change happens in personal life, in work, in business, in personal relationships at all, just have to be prepared and attentive. In the end what is needed is the availability, desire and responsibility to accept the changes that occur in the personal, professional and spiritual leave behind the fear and dare to change. It must be remembered that resistance to change is a symptom completely natural.
The same happens in organizations, when viewed in the need to implement a change, the staff is horrified, afraid to change, for fear of not doing the right thing, for fear of dismissal by the introduction of new technologies or just do not want there to break those barriers, those chains, those paradigms and start educating staff to meet the various changes, enabling them to be prepared for them, communicating from the outset what is going to change and explain the reasons behind the changes, to inform them of the benefits and costs that it generates, is very important that the person in charge of implementing change have close communication with all members of the organization.
The human side is the weakest point of any process in which organizational change is attempted however justified and important they are. The availability of financial support to acquire new technologies or to make any necessary structural changes are the "hard", the hardware would call the computer, and this can be purchased at the market and can even be ordered with "immediate delivery" .
The problem is that behavior modification and the subsequent creation of cultures that are essence of organizational change is not a product for sale and most critical is that without them the change becomes hypothetical, false and in some cases there is a worse situation than justified the attempt to pass the new status.
work with people and people with a sense of leadership and facilitation is critical to solving this problem and even to discover that some attempts at change should be rejected outright by steps back or lack of all elements and values \u200b\u200bthat might justify them.
How to support the change initiative?
Audirac
Carlos Augusto, co-authored the book "ABC of organizational development", notes that there are several factors that can support the change initiative of a person or organization, which are shown in the following scheme:
Source : Carlos Augusto Audirac and others. Organizational Development ABC
When the system is in a situation that causes discomfort, unpleasant feelings experienced at one point cluttering your tolerance level, this leads to a strong desire for change to avoid the current situation, thus releasing energy This strategy aims to use the resources that are feasible to meet the need and achieve the desired situation.
Resistance to change can be overcome through education and communication, with the participation of all, facilitating and supporting all the stages of change processes, negotiating, influencing people positively and in cases that are justified taking extreme coercive measures.
Finally we can say that the process of change plays a significant role both in business and personal life, you have to take that step with confidence and strength, and if so do what you get is the satisfaction of having risky and what is actually obtained want.
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REFERENCES
Hellriegel, D. and Slocum, J. (2004). Organizational Behavior . Tenth Edition, International Thomson Editores, Mexico.
Newstrom, J. (2006). Human Behavior at Work .
Audirac, C. and others (2006). ABC Organizational Development. Editorial Trillas, Mexico.
