Staff resistance to change: ‘That’s not how we do things here …’


This chapter explores the nature of staff resistance to both the idea and implementation of change, and the need to change minds and instil staff confidence in the change strategy. It also considers the importance of ‘selling’ the vision, and the importance of creating a robust, inclusive ‘change message’ as a means of helping employees through the various stages of denial, resistance, exploration and commitment that they move through when approaching a change scenario. This chapter also explores the relationship between restructuring and employee engagement and participation in the change process; and considers the merits of embedding continuous improvement processes ...

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