Normally, operating personnel tend to resist and resent changes or innovation in existing procedures. To the supervisor, the most basic solution to this problem is to:

• A. Hold the senior employee of each unit responsible for the proper execution of the procedure.
• B. Describe the steps in the procedure in terms that will arouse least resentment among subordinates.
• C. Have the procedure accompanied by an explicit order from higher authority.
• D. Develop acceptance by providing information concerning the procedure prior to its establishment.

Answer: (D)

The fundamental idea is that people resist change mainly because of uncertainty and not feeling included in the process. The most effective way to overcome this is to develop acceptance by sharing information about the new procedure before it’s implemented. By clearly explaining why the change is needed, what will change, how it will affect daily work, and what benefits to the team and operation are expected, supervisors reduce fear and speculation. This openness invites questions, allows concerns to be addressed, and gives employees a voice in shaping the rollout, which builds trust and a sense of ownership. When people feel informed and involved, they are more likely to support and adopt the change rather than pushing back. In contrast, simply holding a senior employee responsible for execution, or trying to minimize resentment by wording steps carefully, or forcing the change with an order from above, focuses on compliance rather than understanding and buy-in, and tends to yield only superficial adherence or resentment later on. Providing information ahead of time directly fosters genuine acceptance and smoother implementation.