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The Real Reason People Won’t Change

Lisa Laskow Lahey

0/5 ( ratings)

Every manager is familiar with the employee who just won’t change. Sometimes it’s easy to see why – the employee fears a shift in power or the need to learn new skills. Other times, such resistance is far more puzzling. An employee has the skills and smarts to make a change with ease and is genuinely enthusiastic – yet, inexplicably, does nothing. What’s going on? In this article, two organizational psychologists present a surprising conclusion. Resistance to change does not necessarily reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people unwittingly apply productive energy toward a hidden competing commitment. The resulting internal conflict stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. An employee who’s dragging his feet on a project, for example, may have an unrecognized competing commitment to avoid the even tougher assignment – one he fears he can’t handle – that might follow if he delivers too successfully on the task at hand. Without an understanding of competing commitments, attempts to change employee behavior are virtually futile. The authors outline a process for helping employees uncover their competing commitments, identify and challenge the underlying assumptions driving these commitments, and begin to change their behavior so that, ultimately, they can accomplish their goals.

Language: English

Pages: 12

Release: November 01, 2001

The Real Reason People Won’t Change

Lisa Laskow Lahey

0/5 ( ratings)

Every manager is familiar with the employee who just won’t change. Sometimes it’s easy to see why – the employee fears a shift in power or the need to learn new skills. Other times, such resistance is far more puzzling. An employee has the skills and smarts to make a change with ease and is genuinely enthusiastic – yet, inexplicably, does nothing. What’s going on? In this article, two organizational psychologists present a surprising conclusion. Resistance to change does not necessarily reflect opposition, nor is it merely a result of inertia. Instead, even as they hold a sincere commitment to change, many people unwittingly apply productive energy toward a hidden competing commitment. The resulting internal conflict stalls the effort in what looks like resistance but is in fact a kind of personal immunity to change. An employee who’s dragging his feet on a project, for example, may have an unrecognized competing commitment to avoid the even tougher assignment – one he fears he can’t handle – that might follow if he delivers too successfully on the task at hand. Without an understanding of competing commitments, attempts to change employee behavior are virtually futile. The authors outline a process for helping employees uncover their competing commitments, identify and challenge the underlying assumptions driving these commitments, and begin to change their behavior so that, ultimately, they can accomplish their goals.

Language: English

Pages: 12

Release: November 01, 2001

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