Welcome to the third installment of our change management series. In part one, we explored the reasons people resist change, while part two examined how different generations respond to change. Despite some differences, we found that strong leadership, effective communication, and a clear understanding of the reasons for change are universally critical in overcoming resistance.

In this article, we’ll focus on practical strategies organizations can use to help employees embrace new technologies and mitigate resistance to change. Whether you’re introducing a new workforce management system or any other technology, these steps will help guide your transition.

Communicate a Clear Vision and Benefits

One of the biggest reasons employees resist change is uncertainty about the benefits. Why would they want to disrupt familiar processes without good reason?

To overcome this, it’s vital to clearly communicate both the vision and benefits of the new technology.

• Connect it to the broader company goals. Employees need to see how their role fits into the bigger picture and how the new technology helps achieve these objectives.
• Show personal benefits. Especially for frontline employees, it’s essential to emphasize how the new tool will directly improve their daily tasks, such as speeding up workflows or making their jobs more meaningful.

Failing to explain the relevance of the technology could have consequences. Research from Gartner shows that 63% of employees stop using technology they feel is irrelevant to their work.

Key Takeaways:

• Use multiple channels to communicate, including meetings, emails, and informal discussions.
• Tailor messages to specific departments or employee groups to make the benefits feel personal.

Get Leadership on Board

A lack of support from leadership can derail even the best change initiatives. For employees to buy into the change, they need to see their leaders fully committed.

Steps to ensure leadership support:

• Visible leadership involvement: Executives and managers should be vocal advocates for the new technology, reinforcing its importance and demonstrating its use.
• Lead by example: Leaders should actively use the technology themselves to signal their buy-in. This builds trust among employees and encourages them to follow suit.
• Create a Leadership Communication Plan: Develop a structured plan where leadership regularly communicates updates, celebrates wins, and addresses concerns. This keeps everyone aligned and reassures employees that the change is under control.
• Train Leaders: Provide specialized training for leadership on change management strategies, so they are well-equipped to support their teams during the transition.

Involve Employees in the Change Process

Change initiatives are more likely to succeed when employees are involved from the start. In fact, Gartner research shows that involving employees can increase the success rate of change initiatives by 15%.

Ways to engage employees:

Here are some options for getting employees involved:

• Create cross-functional teams: Representatives from various departments can test the new technology and provide feedback, becoming advocates for the rest of the company.
• Pilot programs: Roll out the new technology to a small group first. Early adopters can then help address concerns and promote the benefits.
• Feedback loops: Encourage employees to provide feedback during the process. Make adjustments where possible based on this input.

Provide Comprehensive Training and Support

Proper training is essential to easing technology adoption. Without it, employees may feel overwhelmed or underprepared, leading to increased resistance.

A 2024 report by Whatfix found that 33% of employees received less than an hour of training during a software implementation, and 78% felt they lacked the expertise to fully utilize the technology. These numbers highlight how crucial comprehensive training is to success.

Best practices for training and support:

• Role-based training: Tailor training to specific roles so that employees only learn what’s most relevant to their day-to-day tasks.
• Ongoing learning opportunities: Offer refresher courses and resources that employees can access whenever they need support.
• Create a support network: Establish ‘super users’ who are well-trained on the new technology and can offer peer-to-peer assistance.

Make the Change Incremental

Change can be overwhelming if introduced all at once. A more effective approach is to break the process into manageable steps, allowing employees to gradually adjust to the new system.

Phased Implementation: Start with the most critical features or roll out the system department by department. This allows employees to familiarize themselves with the new technology without feeling overwhelmed.

Iterative Improvements: Collect feedback throughout the implementation process and make adjustments as needed. This shows employees that their input is valued and helps ensure the transition runs smoothly.

Use Data to Drive Adoption

Data is your ally in monitoring how well the new technology is being adopted and where additional support may be needed. Tracking key performance indicators (KPIs) provides concrete evidence of the benefits, encouraging employees to stay engaged.

Metrics to track include:

• Usage and performance: Measure how frequently employees are using the system and how efficiently they complete tasks.
• Engagement rates: Track how often employees log in, how long they spend in the system, and which features they use.
• Productivity gains: Monitor improvements in workflow efficiency and reduced manual tasks.
• Employee satisfaction: Gather feedback to see how the new technology impacts job satisfaction.

Keep employees informed about these metrics, especially early wins that demonstrate how the technology is helping.

Anticipate and Pre-empt Resistance

Lastly, anticipating resistance and planning for it can make a world of difference. Conduct a stakeholder analysis to identify potential objections from different groups and prepare targeted strategies to address their concerns.

Also use data to identify where employees are struggling. If certain departments or individuals are lagging in adoption, this may indicate a need for additional training or support.

Metrics to identify struggles include:

• Low adoption rates in specific departments or teams
• High error rates or frequent support tickets from particular user groups
• Longer task completion times compared to benchmarks or pre-implementation data
• Underutilization of key features
• Negative feedback or low satisfaction scores from specific groups.

By being proactive, you can minimize issues before they escalate.

Motivation, Ability & Prompts

In the first part of this series, we looked at the Fogg Behavior Model, a popular theory that explains the components of behavior and how to leverage them to create change.

Throughout this article, we’ve discussed several tactics that align with the model. For example, communicating the benefits will boost motivation, while providing training and support, and implementing change incrementally, target the ‘ability’ part of the equation. Making sure support resources are easily accessible is another key.

As for prompts, use reminders and notifications within the new system (or through other channels) to encourage regular use. Use email campaigns or other forms of internal communication to share tips, updates, and reminders about the technology, and use the ‘super users’ mentioned earlier to provide peer-to-peer prompts.

Conclusion

Overcoming resistance to technology adoption doesn’t happen overnight, but with the right strategies, it’s possible to ease the transition. To summarize:

• Communicate the benefits clearly and consistently.
• Get leadership actively involved and supportive.
• Engage employees in the change process.
• Provide thorough, ongoing training.
• Implement the change incrementally, and use data to guide adoption.

At MANUS, we specialize in helping organizations manage workforce changes smoothly with our cutting-edge software solutions. Contact us today to see how we can help you make your next technological transition a success.

 

 

The Psychology Behind Change Management: Why Do People Resist Change?

Welcome to the first in a series of articles discussing change management and how you can encourage employees to adopt new solutions.

Change is a constant in both personal and professional contexts, yet it’s often met with resistance, even when the change in-question is highly beneficial (for example, implementing a new software system could increase efficiency and improve the employee experience, benefiting both parties).

Unfortunately, such investments often go under-utilized as employees fail to adopt the new tools for various reasons. In fact, Forbes reports that 84% of digital transformation initiatives are unsuccessful. Likewise, an international study by IBM reports that almost 60% of organizational change projects do not fully meet their objectives.

Research by McKinsey also shows that 72% of transformations fail due to resistance from employees (39%) and a lack of management support (33%).

Understanding why people resist change is crucial for effective change management. So, this article explores the psychology behind resistance to change – and in future articles, we’ll look at what can be done about it.  

The Psychology Behind Resistance to Change

Resistance to change is a complex and multifaceted phenomenon, and it can manifest in various forms, ranging from overt opposition to subtle, passive behaviors.

At its core, it involves a reluctance or refusal to accept alterations to the familiar, which can be driven by fear, uncertainty, and discomfort with the unknown. In fact, fear of change is instinctive; human evolution depended on maintaining control of our environment, making the destabilizing nature of change rather unwelcome. 

We won’t delve into evolutionary psychology in this article, but we’ll refer to a few influential theories on behavior change, which provide insights into how we can inspire change within the workforce.

The Fogg Behavior Model

B.J. Fogg’s Behavior Model provides a useful framework for understanding why people resist change, and how it can be encouraged. According to this model, behavior is a product of motivation, ability, and prompts.

Motivation

Externe signalen zijn nodig om verandering in gang te zetten. Zonder deze signalen ondernemen zelfs de meest gemotiveerde en bekwame mensen geen actie.

Ability

The perceived ability to execute or adapt to the change plays a crucial role. If the change is seen as too complex or beyond one’s capability, resistance ensues. Simplifying the change process and enhancing individuals’ confidence in their ability to adapt can mitigate resistance.

Kennis

External cues are necessary to initiate the change. Without these, even motivated and capable individuals might not take the necessary actions.

Daniel Kahneman’s “Thinking Fast & Slow”

Daniel Kahneman’s dual-system theory in “Thinking, Fast and Slow” explains how our brains process information and make decisions. He distinguishes between two modes of thought which can hinder or help facilitate change, respectively:

System 1 (Fast Thinking)

This is the automatic, unconscious, and effortless mode of thinking that relies on heuristics (mental shortcuts), and it’s estimated to make up 98% of our thinking. When operating from this mode, we quickly assess new information based on past experiences and established patterns.

System 1 thinking often leads to change resistance because it favors routine and familiarity. In this mode, we may quickly dismiss new information that contradicts established patterns, as we unconsciously seek to maintain the status quo and avoid potential risks.

System 2 (Slow Thinking)

This is the deliberate, analytical mode of thinking that supports the processing of new information, but it requires more cognitive effort. System 2 thinking can be encouraged by creating environments/situations that allow individuals the time and resources to deliberate and understand the change. In some cases, however, employees will not be motivated to engage in such thought processes. For example, disengaged front-line employees that simply want to do their job and get home may have no interest in stopping to think about any changes to their tasks. In this scenario, more creativity is required to encourage cooperation.

Robert Cialdini’s Seven Principles of Persuasion

Robert Cialdini’s principles of persuasion offer valuable insights into the psychological triggers that influence people’s willingness to accept change, and provides a basis for persuading them to embrace it;

• Reciprocity:
  People feel obligated to return favors. If employees perceive that the organization is providing them with support and resources, they may feel more inclined to reciprocate by embracing the change.
  On the other hand, if the change is simply presented as something that the employee must adopt – with nothing that suggests it’s in their own interests to do so – change is less likely. 
• Commitment & Consistency:
  People strive to be consistent with their commitments; if individuals have publicly committed to a change, they are more likely to follow through to maintain consistency with their self-image.
• Social Proof:
  People look to others for cues on how to behave and are generally influenced by the actions of those around them. So, observing peers successfully adapting to change can help resistant individuals to follow suit.
• Authority:
  People tend to follow credible experts and authority figures that they perceive as trustworthy and knowledgeable. Endorsement and advocacy from respected leaders can therefore enhance the acceptance of change.
• Liking:
  People are more likely to be persuaded by those they like. Building positive relationships and trust within the organization can make employees more receptive to change initiatives.  
• Scarcity:
  People value what is scarce. Emphasizing the unique opportunities and benefits of the change can create a sense of urgency, as individuals are motivated to act before the opportunity is lost.
• Unity:
  When individuals feel part of a cohesive group, they’re more likely to support collective decisions. So, emphasizing shared identity and common goals can foster a sense of unity, leading to a collective effort towards embracing change.

More Reasons for Change Resistance

Research by Prosci reveals that resistance to change is most common among mid-level managers, followed by front-line employees, and there are different causes within each group. The top five reasons employees resist change are as follows;

Lack of Awareness about the Reason for Change

We can relate this back to the principles of motivation and reciprocation; do employees understand what’s in it for them? If so, they may be more likely to return the favor of having their role improved.

Change in Job Role

This pertains to any required behavioral changes, changes in workload, and so on. Employees may not want to learn to use a new system or may perceive it as too time-consuming; in other cases, they may perceive it as reducing their autonomy, or there may be a simple lack of incentives. Once again, it all comes down to motivation.

Fear of the Unknown

Regarding new technology, fear may stem from the concept of their own contributions becoming less relevant – for example, the fear of AI replacing them.

If we consider an example in the retail sector, introducing self-service kiosks may spark the fear that shop floor staff will be assigned less hours or even lose their jobs.

Other causes of concern include uncertainty about the organization’s future, and the possibility of increased monitoring – which may link to fears about their performance (i.e., ability, in the Fogg Behavior model).

Lack of Support from or Trust in Leaders

If managers are also resisting the change, employees will likely follow suit. Mistrust in leadership also contributes to resistance.

Exclusion from Decisions Related to Change

Not including employees in the decision making process about the design of new solutions and their implementation process can make them feel threatened and unheard, reducing their willingness to embrace change. 

Reasons Managers Resist Change

The research also revealed the top five reasons managers resist change:

• Issues with organizational culture
• Lack of awareness and knowledge about the change
• Lack of support and commitment for change management
• Misalignment between personal incentives and project goals
• Lack of confidence in their own ability to manage change

Burnout

Gallup reports that 76% of employees feel burnt out at work at least some of the time. This indicates that the majority of today’s employees are overworked, stressed and fatigued, and potentially experiencing the physical symptoms of burnout, including headaches and digestive problems. In emotional terms, burnout leads to apathy and demotivation.

If an individual is barely functioning, can they really be expected to handle change or embrace it with arms wide open?

Since the pandemic, mental health and wellbeing has received greater attention in the workplace, with flexible working arrangements being introduced across many industries, and a greater awareness on issues such as burnout helping employers to cater to employees’ needs more comprehensively.

Whether the most common initiatives have been successful or not is another matter, but it’s important to consider the possible role of stress and burnout in increasing resistance.

Technological Vs. Process Change

Are there any differences in resistance depending on what is changing? Do changes to technology versus processes cause different reactions in employees?

Resistance to Technological Changes

As mentioned, fear of obsolescence is one of the primary concerns employees have in this regard, especially when we consider how quickly technology is developing these days.

In terms of implementing new software systems, resistance may be due to the learning curve involved and concerns about competence and productivity during the transition period. The fear of making mistakes or failing to adapt quickly – and the resulting fear of being reprimanded – can be significant barriers. In addition, technological changes can disrupt established workflows, which can be perceived as hassle and cause frustration. Further disruption due to technical difficulties can compound things further.

Resistance to Process Changes

Changes in processes often cause resistance among employees who are accustomed to the old ways of doing things, and this may be more pronounced in those that have worked in their roles for a long time.

Employees often develop a strong attachment to familiar processes that have proven successful in the past and if they don’t see the benefit in doing things differently, it stands to reason that they will resist. Process changes might also be perceived as adding more steps or complexity to their tasks (even if that’s not actually the case). Ultimately, the perceived loss of control and the challenge of breaking long-standing habits can be daunting.

Conclusion

Resistance to change is a natural and deeply rooted human response and, to overcome it, it’s essential to consider the psychology involved. Only then can truly effective change management strategies be implemented, which enable smoother transitions to new systems and processes.

Of course, there are endless psychological theories we could explore, but those discussed above provide a good basis for better understanding your workforce and their attitudes towards change. In the next article, we’ll be looking at how different generations handle change.

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