by Paul V. Arnold

North Carolina-based TBM Consulting Group surveyed mid-sized to large manufacturing firms recently on the topic of productivity. While the survey results revealed many positives for United States manufacturers, one survey area really caught my attention.

When asked to identify the greatest barriers to productivity gains, survey participants rolled out a host of responses. A lack of (or limited) funding for the initiative was the second-most-common response, with 15 percent of the replies. The most-common response was resistance to change, with a whopping 36.4 percent.

The “change” stat didn’t stun me. However, it’s amazing that the more things change (we all pursue continuous improvement, right?), the more they stay the same. So, why are people so resistant to change? Psychologists will tell you:

• Managers and employees view change differently. Top-level management sees change as an opportunity to strengthen the business and advance in their career. But for many employees, including middle managers, change is never sought after or welcomed; they see it as disruptive and intrusive.

• Most people hate uncertainty. Faced with impending change, employees can become anxious and nervous. They may worry about their ability to meet new job demands. They may think their job security is threatened. Or, they may just dislike ambiguity.

• Change can alter work arrangements and, in the process, disrupt social networks. People resist things that might adversely affect their relationships.

The bottom line? While they may acknowledge its importance, people view change as a threat to their power, status, security, familiarity and self-confidence.

Can you avoid the pitfalls? While there is no “silver bullet,” some techniques can greatly decrease resistance to change. Try these out for size:

• Increase participation. Employees who participate in planning and implementing change better understand the reasons behind it. Uncertainty is reduced, and self-interests and social relationships are less threatened. Employees are less rigid when they have an opportunity to express their ideas and understand the perspectives of others.

• Educate employees about the need for and the expected results of an impending change. If you establish and maintain open communication during the change process, you minimize uncertainty.

• Get it right the first time. You decrease resistance by makin only necessary changes, announcing those changes well in advance and allowing time for people to adjust to new ways of doing things.

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