More on BUY-in (cont. 1)

Some areas of concern when encouraging employees' buy-in/ownership:
- time-consuming, ie the change could take longer to implement
- expertise of employees, ie do they have the skills to handle the change?
- how to get employees involved to be active participants?
- management's role in getting employees involved or participating (management can be concerned about loss of their authority to staff; management needs to show leadership; different styles of leadership can be required at different stages of the change process, eg at the start of the change, transformational leadership is needed to validate the need to change, while during implemention more transactional style may be required)
- understanding the psychological contract between management and staff (staff will have expectations about the change based on management's words and actions; if these expectations are not met, credibility of management can be negatively impacted:
"... the psychological contract has a strong impact on the level of commitment of employee to an organisation......a breach in the psychological contract by employer leads to the employee investing less effort in their work, being less inclined to innovate and less inclined to respond positively to change..."
Mike Gee et al, 2014
NB Many managers feel that they are always right and employees (change recipients) are expected  follow the process determined by management. This approach can be described as arrogant and works against the importance of employees co-creating, etc the change initiative so that they have ownership of the change process, etc