4.2. Detailed analysis
4.2.2. Embracing Changes in Technology
4.2.2.3 Resistance to change
Respondents were asked if there were potential areas of resistance to change that staff might have. One respondent stated that this ‘thing’ of resistance to change is a little contradictory, because it is not that you don’t want to learn a new thing but that you are
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not willing to let go of the old. Respondents felt some of the staff can be resistant to change due to the following:
Redundancy: respondents mentioned that there is a belief that technology will replace the human aspect of things, so that is why staff resist changes in technology.
“Our minds were on the old system and we wondered if this new system is going to do what we want it to do, but as we overcome our fears we appreciated its features”. (R9)
“Very often people think technology is going to replace. No, technology doesn’t replace, it enhances what we do”. (R2)
Confidence: Other respondents established that some staff have issues relating to lack of confidence. The respondents believed that if staff can eliminate fear, they can embrace the changes that come with technology. Some people lack confidence because they have not been exposed to the changes, yet others lack confidence because of self-imposed negligence. One responded stated:
“I think depending on some staff, maybe they don’t feel confident enough to actually use let’s say Facebook, or blogging because of the exposure and they feel resistant to that change”. (R7)
“Well I think basically when there’s resistance it’s where staff is not fully confident on their abilities”. (R16)
Another respondent said:
“There are people who were hired when a qualification was not needed and received fee remission to study, but they got comfortable and didn’t study or acquire any skills. Some of these people have become irrelevant. Education plays a major role, they don’t see the importance of embracing the change”. (R5)
Communication: According to some respondents, resistance to change may be caused by lack of communication. In some cases, respondents mentioned there might be communication from management to staff but staff may still resist change because there’s
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no clear understanding of what is about to happen. This may lead to people assuming or interpreting the information according to their own understanding, as opposed to what was actually intended. Some of the respondents stated:
“Once you explain to staff about technological changes and how it will affect their work and how it will make their work better, at the same time providing a professional service and an enhanced service to our user; that can alleviate resistance”. (R6)
“It’s lack of understanding or not knowing actually what the main intention of the changes are, people need to be informed way in advance”. (R11)
Generation Gap: Respondents shared that as much as technology is part and parcel of their profession, the fact remains that some older staff still tend to be resistant because of age. While the younger generation seem to be enjoying technological advancements, it is believed that for the older generation, change does not come naturally. Respondents commented thus:
“First like the older generation, I mean everyone is so set in doing their own thing that they will find it difficult to embrace change. They refuse to accept change. There’s also just the person’s willingness; you get some people that do not want to do anything, they prefer to just pass the buck onto someone else, so it’s like the person’s attitude I’ll say”.
(R15)
“Learning some new technology can be a challenge for older staff”. (R12) Another respondent mentioned:
“Look, from a librarian’s perspective, about 5 or 10 years ago I would have felt extremely threatened because the nature in which information was just being available so readily and the whole Google takeover. It was just like we got side-lined but as time passed, we’ve realised that even though we felt threatened there was nothing to worry about really. We may have felt intimidated by the fact that everybody can get anything from Google; we’ve come to realise that everybody cannot get everything, if you want to add quality to your writing or if you want to add quality to your research you going to have to
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use other tools over and above Google and that is how a lot of librarians began to harness and embrace technology”. (R13)
Respondents were of the same views regarding the issue of the generation gap when it comes to staff being resistant to technological changes. Most of the respondents further mentioned these common comments: ‘it’s not my job’ attitude, worry about redundancy or redeployment, and older staff who are not willing to get out of their comfort zones.
Part of the solution: Respondents felt very strongly about the inclusion of staff from the very beginning when change is about to be introduced. It is important to get ‘buy-in’ from staff when as a manager you have foreseen a problem. Involving staff brings in other ideas that would have otherwise not be shared, so it is important to brainstorm. One respondent stated:
“When you sit people down, which is very important, you identify to them, you make it known what is it that is not working, now that is necessitating we need to shift. As the captain for the ship, I’m just steering towards the front, but I realise that in about how many meters there is a big stone, let’s sit down. I’ve highlighted the problem, I’m like let us just be part of the solution so resistance will be close to nil and they know that you’re incorporating them”. (R10)
Other respondents mentioned:
“Resistance is when people are not part of the planning, when you just going to be imposing, remember you can have a brilliant idea but let people be part of working this idea to making it the reality”. (R1)
“When you introduce change you have to be patient with staff, some people take to change very quickly and very easily whereas other people will be more withdrawn wanting to hold onto the old”. (R4)
“For people to embrace change, you need to actually embrace what people are saying, let everyone be part of the change”. (R3)
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Respondents collectively agreed on the fact that change is never easy, especially when you are used to routine. They revealed that staff need to be supported when change is implemented. Management need to explain to them what the new changes are about and how change is going to benefit them and eventually they are going to embrace it. They also mentioned the importance of getting ‘buy-in’ from staff from the very beginning, where you have to articulate the gap or problem, then ask staff to come with solutions voluntarily. Lastly, it is lack of appreciation that causes staff to resist sometimes. Some of the respondents mentioned:
“In some cases, you know why people resist; it’s just because sometimes you find that they are the ones who are implementers but they hardly get appreciation”. (R4)
“You have to get everybody on board and make sure you get the buy-in of those people who seem to be reluctant to change. At the end of the implementation process, appreciate everyone, even the ones that were a little reluctant at the beginning”. (R8)
4.2.3. Training and development