© 2024 Seyfarth Shaw LLP | www.seyfarth.com Classification Guidebook | 29 Understanding Psychological Factors Before You Communicate A. Psychological Factors: Concerns & Possible Resistance Change can be unsettling. Oftentimes, resistance to change is inevitable and unconscious. Whether due to mistrust, discomfort, or other forces or feelings, some employees are prone view what they have as better than what their employers might be presenting to them. Change in status is a major cause of workplace stress and disengagement. Studies have shown that people who felt insecure about a change in status were more likely to be depressed than those who faced a serious or life threatening illness. They are also two times more likely to get sick than workers who feel secure. It is important to manage worker classification changes to mitigate these risks and concerns. During times of change, businesses must create a safe environment where employees can work through their thoughts and ask questions. Leaders can expect to be criticized and challenged. But they should aim to foster an environment where employees can voice their questions and concerns. They should invite candid and honest dialogue with employees. Of course, leaders must weigh how much they need to push employees to accept change and release their concerns. Sometimes even the best-planned change management process will not succeed without the ingredient of time. With all of this in mind, below are a few pointers that an employer may choose to account for in their overall change management strategies: Notify employees about change immediately. Silence does not mean acceptance. Always be proactive with messaging. Change is a long process. Continue to check with employees throughout. Encourage employees to come to management to discuss their concerns. And be prepared to listen. Provide a sense of control by working together to create best practices and other solutions to work within the parameters of the change. Be sure to stress responsibilities as well as expectations. Do not avoid criticisms or concerns with the change. Address them head-on with empathy and honesty. Where possible, provide employees with a different perspective on the changes. Have them look at change from different angles or different lights as this may create more buy-in.
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