The four behavioral reactions to change are disengagement, disidentification, disenchantment and disorientation. Each of these have their own unique behavioral signs and an organizational strategy that can used to deal with them.
• Disengagement - this is a psychological withdrawal from change. Signs of this behavioral change will be evident in employees as they may appear to lose initiative and interest in the job. Disengaged employees are often present physically but not mentally and may hope for the best but take on the approach of doing nothing. There will be a lack of commitment and drive and they may use phrases such as "It doesn't affect me". Managers should try to confront disengaged employees about their reactions and identify their concerns. The employees should be made aware of their behavioral changes and be treated with open communication.
• Disidentification - employees who are suffering with disidentification behavioral changes may be extremely vulnerable. They may feel as though their identity is being threatened by the change. Rather than focus on the changed procedures, they may try to cling onto a past procedure in order to make themselves feel secure. Managers can try active listening to try and engage employees in the change and show that they are fully supportive of the employee's concerns.
• Disenchantment - disenchanted employees often express their reactions in the form of anger or negativity. They are angry about the fact that their past has gone and they may try to group together other colleagues to fight against it. Anger is typically aimed at the organization as a whole. Managers should attempt to bring employees from a negative state to a neutral one. They should be allowed to let off steam and managers should make it known that any expressed anger is not being held against them.
• Disorientation - employees who are used to clear goals and directions may become disorientated by change. They may appear lost, confused and unsure of their feelings. Rather than focusing on how to do things they will focus on what to do. The manager should try to explain the change in a way that minimizes ambiguity and give the employee clear steps about what is going to happen during the change.
Each of these behavioral changes can show different symptoms and be dealt with in a number of ways. For more information about them, have a look at http://managementconsultingcourses.com/Lesson38BehavioralResistanceToChange.pdf.
• Disengagement - this is a psychological withdrawal from change. Signs of this behavioral change will be evident in employees as they may appear to lose initiative and interest in the job. Disengaged employees are often present physically but not mentally and may hope for the best but take on the approach of doing nothing. There will be a lack of commitment and drive and they may use phrases such as "It doesn't affect me". Managers should try to confront disengaged employees about their reactions and identify their concerns. The employees should be made aware of their behavioral changes and be treated with open communication.
• Disidentification - employees who are suffering with disidentification behavioral changes may be extremely vulnerable. They may feel as though their identity is being threatened by the change. Rather than focus on the changed procedures, they may try to cling onto a past procedure in order to make themselves feel secure. Managers can try active listening to try and engage employees in the change and show that they are fully supportive of the employee's concerns.
• Disenchantment - disenchanted employees often express their reactions in the form of anger or negativity. They are angry about the fact that their past has gone and they may try to group together other colleagues to fight against it. Anger is typically aimed at the organization as a whole. Managers should attempt to bring employees from a negative state to a neutral one. They should be allowed to let off steam and managers should make it known that any expressed anger is not being held against them.
• Disorientation - employees who are used to clear goals and directions may become disorientated by change. They may appear lost, confused and unsure of their feelings. Rather than focusing on how to do things they will focus on what to do. The manager should try to explain the change in a way that minimizes ambiguity and give the employee clear steps about what is going to happen during the change.
Each of these behavioral changes can show different symptoms and be dealt with in a number of ways. For more information about them, have a look at http://managementconsultingcourses.com/Lesson38BehavioralResistanceToChange.pdf.
