Why do people resist change in the workplace? This is a much debated question. One school of thought suggests that people don't resist change, they resist being changed. Another school of thought suggests that resistance to change is based on the leader themselves. In this article I will focus on the later highlighting reasons for resistance and what you can do to overcome them and make it easier for people to change.

So what are some of the reasons people resist change?

- Fear. This could be a fear of the unknown. A fear that they wont be as successful after the change or they will no longer be needed. A fear that their short-comings will be exposed.

- No compelling reason or motivation to change. What is in it for them to change?

- Not clear what will change

- Not clear how what they will do will change

- Not clear on the support they will get to make the changes

These are by no means the only reasons but they are the most prevalent.

What can you do as a leader to overcome these and make it easier for people to change?

In general people need to know 'why' something needs to change, 'what' will change (and what will stay the same) and 'how' things will change. Beyond that they need to understand the support they will have to make the changes. Pretty simply really. Answer these questions in a way that resonates with people and you are half way there. Repeat it consistently and often and you move even further along.

To answer the 'why' - describe your vision, the outcome you expect from the change, facts that support the need to change, what people will get from the change etc.

To answer the 'what' - describe exactly what will change (processes, information, roles etc.) as well as what wont change. People have a need for variety and certainty. It's only the degree of each that changes for individuals.

To answer the 'how' - tell people what you know and what you don't know. Explain how you will find solutions and their involvement.

Consider this  "People, like all forms of life, only change when something so disturbs them that they are forced to let go of their present beliefs. Nothing changes until we interpret things differently. Change occurs only when we let go of our certainty."

This is about addressing peoples fears, whatever they may be. Answering the why, what and how will go a long way to helping with this. The key is to answer the questions not only from the company or your own perspective, but to answer from theirs. Walk in their shoes, so to speak, to truly understand and answer effectively.

Shikha Soni