Resistance to Change: Part 2
For example a supervisor who had endeared himself to his employees is being promoted and moving to another department. The behavior of his subordinates might be a reflection of the “loss” that they are feeling for the old supervisor, and the uncertainties that they face with a new one.
Nature endows us with an improved sense of security when we form relationships with things around us—even inanimate things. We then tend to depend on those “things”. They may include your boss, a computer or production equipment, a software program, an office space, an organizational process, procedure, or tradition—even the time and place for a coffee break. Whenever any of these things that we lean or depend on are threatened or lost, it has an effect on our sense of security.
Whether we are aware of it or not, we react to change. It affects the way we act—we behave differently, at least for a while. These alterations in our behavior affect our work performance and we are not as efficient as we should be.
More often than not when this occurs our productivity suffers. This in turn affects the efficiency and/or profitability of our employing organization. When the nature of this reaction is properly understood, it provides us with valuable information we can use to plan a strategy to limit the inefficiencies that would occur.
This is a repeat Blog from July 2012