Resistance to change is inevitable in any change process. It is unrealistic for management to expect to eliminate all resistance behaviors; they can, however, with a proactive approach to managing change, anticipate these resistance behaviors, and minimize their effect in the implementation and transition stages of the change process. It might be useful to examine some of the methods to minimize resistance to change behaviors. 1. Education and Communication: Even if the consequences of a change are generally perceived as positive, extensive communication will help reduce anxiety and ensure that people understand what is happening, what will be expected of them, and how they will be supported in adapting to change. The objective is to help people learn beforehand the reasons for the change, how it will be implemented (what form it will take), and what the likely consequences or implications will be. This method attempts to manage the "Fear of the unknown", "selective perception", and "lack of information" reasons for potential resistance behaviors by people. There is nothing worse to destabilize a group of workers than to surprise or 'blindside' them with some change. 2. Participation and Involvement: Participation increases understanding, enhances feelings of control, reduces uncertainty, and promotes a feeling of ownership when change directly affects people. Encourage those involved to help design and implement the changes in order to draw out their ideas and to foster commitment. It is difficult for people to resist changes that they themselves have helped to bring about. 3. Facilitation and Support: By accepting peoples' anxiety as legitimate and helping them cope with change, managers have a better chance of gaining respect, and the commitment to make it work. Provide encouragement and support, training, counseling, and resources to help those affected by the change adapt to new requirements through desired behaviors. 4. Negotiation and Agreement: This tactic is often necessary when dealing with powerful resisters, such as collective bargaining units. Bargain to offer incentives in return for agreement to change. Sometimes specific things can be exchanged in return for help in bringing about a change. Other times, general perks can be widely distributed to help make the change smoother. Tell us about a time when you experienced significant change in the workplace. Which of these strategies were used effectively? Which were not used, and you felt the process was harder or even failed as a result