Change employees receive a lack of information and explanation

Change is not always experienced as pleasant happing
by all stakeholders. This often leads towards resistance within a company. The
people resisting do not see themselves as resisters and they often experience
it as survival. Resistance comes from a person not agreeing with the way the
change is being led. (Rickmauer, 2013).

According to author Rick Mauer resistance can be
identified up into 3 levels:

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Level 1 – I Don’t Get It.

When employees receive a lack of information and
explanation about the information the feeling of “I don’t get it” can occur
which can result in resistance. Without detailed information, facts and figures
these employee will not understand the situation.


Level 2 – I Don’t Like It.

reaction of “I don’t like it” usually occurs when employees are afraid.
Employees could have a status or a certain control, which they could loose when
change happens. They could even fear loosing their job. With these employees it
is hard to communicate since due to frustration employees and managers stop
listening too each other.


Level 3 – I Don’t Like You. 

The person who represent change and/or tries to
implement change could get resistance. This is when the “I don’t like you”
attitude comes in, the resisters don’t have confidence in the leader’s skills
to carry out change. This makes employees skeptical to the person who is the
change implementer.


During the change plan employees in LBAB might react
with signs of resistance and encounter difficulties with adapting to the change
that has been made. The CT strives and aims to provide the appropriate guidance
throughout the complete change processes. Any displays of resistance should be
handled immediately to guide LBAB to a successful change
(Changemanagementcoach, 2018). By identifying where employees are in the Scott
and Jaffe’s change curve (see methodology)
and what kind of level of resistance they are, the best plan of approach can be
made. (MSG, 2018)


Upon identifying employees within the organization who
need additional guidance and help during the change process, one-on-one
coaching sessions will be offered. These sessions will be supportive and based
on the employee’s needs. They will be performed in a private setting to create
a trustful setting were employees are able to talk about their stress and
frustration that they could have encountered.


During the current situation elevation, it was notices
that long-term employees were less confortable with the changing environment,
mostly due to their old comfortable state and routine (LBAB, 2017). The CT aims
to create a change plan were all employees feel comfortable with the change
made and therefor wants to highlight the importance of the employees feelings about
the changes.


If an employee simply refuses to accept the change
even after multiple attempts the employee needs to be dismissed, as they are
unwilling to change. It will be the mission of the change leaders to analyze
and observe the behavior of the employees of LBAB, communicate with them on a
frequent base and evaluate on their psychological state during the change
processes. The one-on-one coaching sessions will be available and offered to
employees throughout
the entire change plan.