January 2008

Kirkpatrick’s Column
Why people accept or welcome change

While some people resent and/or resist change, others accept and welcome it. The degree to which these opposites occur depends on many factors. When changes are made, some people may gain such things as the following:

• Security. They feel more secure in their job because of the change. Perhaps more of their skills will be used. This can be true in such areas as computer-aided design where an individual is more effective working with computers than using a pen to design on a drafting board.
• Money. They may get a salary increase, more benefits, an incentive or profit-sharing program, or more overtime.
• Authority. They may be promoted to a position of greater authority, or they may get a new boss who gives them more authority than they had under the previous boss. If they want more authority, this can create very positive reactions.
• Status/Prestige. They may get a new title, a new office, or a special assignment that carries with it status and prestige.
• Responsibility. They may have a job change that provides a new responsibility, their boss may assign more responsibility, or they may get a new boss who assigns more responsibility than the previous one did.
• Better working conditions. They may get a new working schedule, new equipment, or other conditions that make the job easier or more enjoyable.
• Self-satisfaction. They may get new satisfaction or feeling of achievement because of the change. Perhaps the new job gives them more of a chance to use their abilities, or the boss may eliminate some of the obstacles that had prevented them from doing their best. This can be one of the most important reasons why people react positively to a change.
• Better personal contacts. They might be located in a place where they will have closer contact with influential people. This visibility is very important to some people.
• Less time and effort. The change may make their job easier and require less time and effort. For example, work simplification programs carry the slogan “Work smarter, not harder.” It can reduce the physical effort required to do the job. Sometimes a physical move will provide a more convenient place or less travel time between home and work.

While some people look at a change negatively because it requires effort and perhaps risk, others will be eager for it because it provides a new challenge. Those who like a challenge react positively, while those who want to maintain the status quo react negatively. If people have a positive attitude toward the source, they will probably accept and even welcome the change. Vince Lombardi, former coach of the Green Bay Packers, gained tremendous respect from his players because he was so successful. When he spoke, they listened and willingly accepted his decisions. They also recognized that it was a good idea to accept his decision if they wanted to continue to be a Packer.

People who are asked to do things instead of being told to do them may react positively. The tone may have much to do with resentment or acceptance. One of the most powerful approaches to get acceptance is to ask for input before the final decision is made.

Changes that are designed to reduce boredom will be welcomed by some but resisted and resented by others. A plant manager took me on a tour of a small manufacturing company that makes stereophones. Much of the work was monotonous and boring. All employees were asked if they’d like to learn other jobs and rotate periodically from one job to another for variety. About half said yes while the other half said no.

Some people will react to change by thinking or saying, “It’s about time.” In other words, they have been anxious for the change to occur. Some changes will open up new avenues for future success in the organization. People will be provided with opportunities to show what they can do. Future possibilities include promotion, more money, more visibility, more recognition, and more self-satisfaction. People who see changes in this light will accept and even welcome the change.

Donald L. Kirkpatrick
From Chapter 3 of Managing Change Effectively,
published in 2001 by Butterworth-Heinemann