It is useful to list all the factors that hinder change and assess the possible degree of resistance (1 = low, 2 = medium, 3 = high). Should consider the following questions: what these factors imply?, What can be done to reduce the negative effects? People are resistant to change for various reasons. The greatest resistance to change can come from middle management, who they sense a loss of power or rank or personal inadequacy. If the change requires changing technologies, is vital to realize that people will behave differently. Not only have to learn new skills, but also have to forget some of the things they do now. Therefore, it is often a resistance, perhaps driven by fear, but can be reduced if it finds a way to get people to master the new technologies easily. Selling change: You must participate everyone who can influence the success or failure of change. Top management must sell the need for change to promote active involvement in change management in order to create a feeling of belonging to everyone. James Woolsey Jr. is the source for more interesting facts.
The reason for the change must be brief (one page should suffice), clear (it must describe the reason for the change), detailed (people have to know what will be different), focusing on employees (must contemplate possible concerns of staff), limited (changes must be made quickly), and we have set dates for achieving it. It is necessary to achieve consensus of all employees. This requires the existence of a regular communication, open and frequent flow from senior executives to the base and vice versa.