Any change in the workplace, from a simple procedural change to a total paradigm shift, will bring about a reaction to that change, usually (though not always) proportional to the level of proposed change. Four of the most common reactions to workplace change are:
· Confusion · Doubt / Denial · Anger · Fear of having to "prove themselves" once again
Confusion among team members may be the easiest for leaders to cope with. Usually it only takes some explanation of a bit of concrete information to address confusion. Doubt and / or denial about change may be one of the toughest reactions to cope with, but your leadership development depends on handling it effectively.
Employees that are in denial must be handled carefully. For example, a team member may say, "I heard you're going to start making the mobile service crews wear uniforms. How ridiculous!" It isn't enough just to say, "Yes we are, and you better get used to the idea." It is far better to talk with that employee, find out his or her reasons for doubting such a move, and explaining the reasons behind it, including the benefits it has for that specific worker.
Big changes in the workplace can provoke anger and seriously dampen employee motivation. Reactions must be handled with sensitivity. I once worked in an organization that decided to streamline costs by eliminating travel advances for workers who traveled on business. Several employees were furious, worried about covering costs for lodging, meals, and convention fees and waiting for reimbursement. One leader's reaction was to say, during a meeting with employees affected by the change, "You're lucky to have a job, and if you want to keep it, you're going to have to get used to it." Not only did some key employees quit, the leader was quietly shuffled off to another job as well. Addressing anger with more anger is ineffective and can backfire.
One common reaction to changes in the workplace is a fear among workers that if they are laterally shifted, they'll have to prove themselves all over again to a new supervisor. They may feel that their career planning was done in vain or that their personal growth will suffer from having to reinvent themselves on the job. This, too must be handled carefully, by giving employees the information they need and the reasons behind the changes. It also helps to let employees know that they have a certain amount of control over the changes to come.
In all cases, handling employee responses to change requires tact, accurate information, and honesty. Any other response will only drive down morale and lessen employee loyalty.
