Understanding How Human Psychology Leads to Resistance to Change During Digital Transformation

In order to understand the reasons behind individuals in organizations resistance to change, it helps to revisit fundamental human psychology. But what is the connection between human psychology and resistance to change?
Much of it traces back to Maslow’s Hierarchy of Needs. That’s what I will be talking about here today.
#changemanagement #digitaltransformation #organizationalbehavior
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[@joesph9748]

Excellent and very applicable to companies who need to change

[@pamelashonestopinions3535]

Most excellent. Thank you for your great content as always.

[@he_knows4962]

I'm on my bachelor of Global Business Informatics where we deal with themes such as Society and Technology, Business Process Improvement, Implementation of various systems and their failures both in the past and in present time. Watching your videos are incredibly enriching for a student like me as you speak on themes and topics related to what I am studying. Thanks for the awesome content, Eric!

[@hassanmaje5849]

What if a senior tenured employee who has thrived over broken systems and processes simply through heroics, tribal knowledge and by undertaking smaller digital transformations that have been simple to use, easy to learn and which he has become champion at and has spearheaded, is now left at the prospect of major ERP rollout that he feels is going awry?
And add to that the worry that he can't properly learn or understand the ERP and the impact it may have or its consequences in his (Accounting/Finance) department he is the head of.
Add to that the ambiguity on the roles, processes or vision, assuming that those have even been provided.
Add to that emerging evidence of rushed rollout, lack of clarity and things messing up (configuration issues, missing functionality, wrong data mapping, data migration issues, data entry errors, errors in fixing errors, data integrity and system control issues, unreconciled items, lack of quality control, etc).
And add to that the worry whether the employee will be valued or be competent at any new roles.
All these issues can cause ambiguity, stress and this often results in a fall out and friction with project core teams, project sponsors, executives, etc ultimately resulting in his roles chopped and changed after he becomes stranded in the current role. I have seen this happen.
How do you reassure and address this? I think the root cause would be the project inception/definition stage, ERP selection level, internal quality issues, etc

[@erickimberling]

Great questions here - I am going to address on an upcoming episode of my Transformation Ground Control podcast. Hope you can listen!