When working to change norms, systems and processes around diversity, equality and inclusion that have existed as 'normal' or 'usual' for many years, we will naturally encounter resistance - in ourselves, in the organization and with colleagues. Therefore, we need to know how to deal with resistance to change.
Resistance to change is a natural human reaction rooted in our fear of the unknown. As humans, we are predisposed to seek comfort in patterns and predictability, and any uncertainty or change can create a sense of anxiety and discomfort.
When it comes to working with diversity and inclusion, resistance to change can be particularly pronounced. These issues often touch on deep-seated attitudes, values and power structures in organizations and society in general. In a Danish context, where the principle of equality and consensus culture is strongly rooted, diversity and inclusion work can be perceived as controversial and challenging to the established order.
There can be many reasons why individuals, groups or entire organizations resist change. It could be fear of losing influence, status or resources. It can be rooted in deep-seated prejudices or a lack of understanding of the need for change. Resistance can also come from unfamiliarity or unwillingness to embrace new ways of thinking and working.
To manage, counter and break down resistance to DEI change in diversity and inclusion work, it is crucial to handle it in a constructive way. This requires open communication, involvement of all stakeholders and a willingness to listen and understand concerns. Leaders need to take the lead and clarify the purpose of change and the benefits that a more inclusive and diverse organization can bring.
In addition, it is important to address any myths, prejudices and unconscious biases that may underlie resistance. This can be done through education, training and facilitating honest dialogues where difficult questions and challenges can be addressed openly.
Last but not least, overcoming resistance requires patience and persistence. Lasting change in diversity and inclusion is rarely achieved overnight. By staying focused, celebrating small victories and consistently demonstrating the benefits, you can gradually break down barriers and turn resistance into engagement and acceptance.
The change is an emotional process that contains different stages
According to this model by Swiss psychiatrist Elisabeth Kübler Ross, individuals can be placed at different stages, which will create different responses to change. As a result, we need to understand and have different strategies for dealing with resistance to change.
Therefore, it is important to know how resistance is respected and handled to ensure commitment and ownership of change:
- Empathize with the resistance and try to put yourself in their perspective to understand what's at the root of the resistance - whether it's fear of the unknown, lack of understanding, concerns about loss of influence or resources, or deep-seated prejudices. Recognize that resistance often comes from an honest place, even if it may seem unfounded.
- Describe in clear terms why the change is necessary from a business and value perspective. Explain what specific challenges the change will address and how it will strengthen the organization's competitiveness, innovation and attractiveness in the labor market. Highlight specific stakeholders, customers, investors or colleagues who support the change to increase credibility.
- Be as specific and transparent as possible about how the change will actually affect employees' workflows, processes, physical environment, policies, etc. The more tangible the implications are, the easier it is for employees to relate to them rather than having to imagine worst case scenarios.
- Proactively invite the "resisters" in and actively involve them in the change process instead of seeing them as opponents. Let them have a real say in the design and implementation so they can take ownership and ultimately become ambassadors of change rather than blockers. Their input and perspectives can also enrich the change significantly.
Do you need support in the DEI change process? Then contact us below.
Nikoline Nybo
Consultant
BA Anthropology and Chaos Pilot.
Experience in cultural analysis and anthropological methodology, project management and process design, organizational development and facilitation.
Louise Marie Genefke
Consultant
Cand. mag. Marketing & Communication, MA Management and External Lecturer AU.
Experience with management, talent and organizational development, facilitation and Employer Branding.