For manufacturers gaining employee support is critical, serving as a prerequisite for making business transformation an operational reality.
The future of manufacturing is being written in real time. While surveys show that manufacturing leaders are optimistic about the future, many employees are less enthusiastic. Their concerns are valid. Change inevitably accompanies organizational transformation, and change can be difficult. For many manufacturers, gaining employee support is a critical next step, serving as a prerequisite for making business transformation an operational reality.
To achieve this, industry leaders need to understand the nature of resistance while developing effective processes to create optimism and acceptance.
Why Employees Resist Change
People process change in different ways. For some, change might bring a fear of the unknown. Others can see it as something that will disrupt their lives and routines. In general, people resist change for three reasons:
Sometimes, resistance to change is based on an accurate assessment of an organization’s capabilities (or lack thereof) and its preparedness for change.
While the loss of status or a halt in career progression is a common reason for individuals to resist change, organizational politics also imbue mistrust in the people championing change or the desire to show that the decision to change is wrong.
While logic and politics factor into change resistance, fear about the personal impact of organizational change is often the main reason that people reject it.
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