Companies—whether established or new—often need to change their business approach, modify internal systems and workflows, or administrative structure and so on, in order to grow, evolve, discover new opportunities for the company, or develop employee capabilities.
As is well known, human nature often involves fear and apprehension toward the unknown; therefore, the management of these companies will face many negative expectations regarding such change. There is a concept in management known as «change myths». that are widespread among employees, which hinders efforts toward development and improvement!
In fact, change is absolutely essential in light of escalating market shifts and fierce competition among companies, and sustainable change inevitably takes a relatively long time to consolidate the new and improved management plans and systems resulting from that administrative change, followed by the phase of putting them into practice, adhering to them, and implementing them.
In most cases, a large number of employees resist this change for reasons such as fear of altering the prevailing norm or fear of losing Job Security or control, or internal networks, or even the fear of being unable to keep up with new developments or the unwillingness to pursue personal development to keep pace—all of these are natural concerns that reflect human managerial behaviors in the business environment, but what can be done to avoid such behaviors, which are mostly based on incorrect expectations?
This resistance can be overcome by involving the team in the change process, picking up where others left off, maintaining constant communication with a high degree of transparency, and providing support and training to encourage people to accept and contribute to the change. Finally, direct confrontation can be used when necessary; the important thing is to achieve senior management’s vision of maintaining the company’s progress and continuity.
