Three Enemies of Change Management: Fear, Cynicism, and Indifference

In the realm of change management, the focus is frequently on processes, seldom on emotions. Let's take a moment to discuss three emotional adversaries of change management: fear, cynicism, and indifference.

If you have been part of meetings announcing acquisitions, mergers, reorganizations, or even the introduction of new tools and processes, you understand the feelings you or your colleagues may have had. It might have resembled this: "Well, another reorganization that will accomplish nothing. Don't we have something more important to do?"

I have attended several such meetings. An acquisition. A merger. Multiple reorganizations. I completely identify with this cynicism and indifference. I have also seen fear in the eyes of some colleagues, particularly during a merger with an office relocation, who seriously asked: "Will we be able to keep our chairs and trash cans in the new office?" Don't laugh; it's a true story! So, let's take the time to talk about these three enemies of change management: fear, cynicism, and indifference.

Definition: Feeling of anxiety experienced in the presence or at the thought of a real or imagined danger.

Fear is a normal human reaction. It can manifest in various ways when individuals face organizational or process changes. This includes the fear that the change will turn something that works for someone into something that no longer works for that person. The fear that the change will put them in a situation where they no longer meet their job expectations, which could cause them to be left behind, demoted, or even fired. The fear of becoming powerless in the face of problems due to change.

Antidote: Turn fear into a team challenge! A significant part of this fear comes from the dread of facing problems alone or without the possibility of finding a solution. The antidote is to clearly signify that all upcoming changes are team challenges, not individual burdens. Replace the fear of facing problems alone with a commitment to support each team member to overcome all challenges posed by the change. A commitment that states that no team member will declare victory until each team member has received the necessary help. Ensuring that "no one is left behind" may sound cliché, but it is an apt way to put it.

Definition: Cynical attitude, blatant contempt for conventions and opinion that pushes to express without restraint principles contrary to morality, to social norms.

Facing change, you may have thought or heard things like these: "It won't change anything." "This reorganization is useless." "Why are we doing this?" "Another software, who cares?"

We have all held or heard such cynical remarks at one time or another, especially after working in the same office for a long period of time. This is a normal attitude, often inspired by past experiences where change did not seem to add value to an organization. The trouble is that this attitude can be contagious and can demoralize people affected by the change or who are trying to successfully implement the change.

The factor to remember is that individuals perceive change with a field of vision that can be very limited: their own. Even if they do not see the value of the change in their immediate daily life, it does not necessarily mean that other team members, other departments, or the organization as a whole do not benefit from what is new. Plus, it is normal not to always observe the benefits on day 1. The gains of a reorganization sometimes only become apparent after one or two years.

Antidote: Believe in the intention rather than the change and broaden your field of vision There are two antidotes to cynicism. Firstly, for individuals who feel that the change is neither relevant, useful, nor well-designed, we must help them become aware of the people – who are teammates in the same organization as them – who are working on this change. 

Like most people in any organization, these people in charge of the change are honest, hardworking, well-intentioned, and want the best for their organization. The intention behind the change is good, even if the change itself is not perfect.

Secondly, it's important to help individuals broaden their field of vision. They should be encouraged to consider the change from different perspectives: their colleagues', their managers', other departments', and the organization's as a whole. This will help them understand that the change might have more benefits than they initially perceived.

Definition: Lack of interest, concern, or sympathy.

Indifference can be a great enemy of change management. "I don't care about the change," "It doesn't affect me," or "I will continue to do my work as I always have" are just some of the attitudes that can be detrimental to the successful implementation of change.

Antidote: Show the impact of indifference. The antidote to indifference is to clearly demonstrate its impact. If everyone adopts an indifferent attitude, the change will not be successful. This will lead to a waste of time, resources, and money. If individuals understand the potential negative consequences of their indifference, they are more likely to take an active role in the change process.

Fear, cynicism, and indifference are three emotional adversaries of change management. By recognizing these emotions and addressing them with the suggested antidotes, we can turn these adversaries into allies and pave the way for successful change management.