A start at creating change in the face of resistance might involve thinking about how to intervene in the negative spiral associated with the disruption of employees’ comfortable routine. Common sense would suggest that as a fundamental first step, managers should attempt to clearly communicate the rationale behind the change that may be perceived by employees to be a disruption of a previous routine. Change management understand that there is a link between the discomfort of parting with the routine of today and the uncertainty associated with the new ways of doing things. It is paramount for managers to consider how to reduce uncertainty by painting a picture of what the future will look like, and how and why this is preferred over the routine of the past. Common sense would further dictate that managers would involve employees in some way in designing the change as well as in the implementation. Asking employees to go along with plans developed by someone else is far more difficult than assigning employees to contribute to the design and development of a plan that they would now consider to “own” even in some small way. To make an analogy, an airline pilot flying through a thunderstorm would be likely feel a greater sense of security than the typical passenger in the rear of the plane……

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