Navigating Resistance To Change


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workshop: understanding resistance to change, and then overcoming it

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  • Navigating Resistance To Change

    1. 1. Overcoming Resistance to Change Emma C. Hamer E. Hamer Associates Ltd. Career and Performance Consultants
    2. 2. <ul><li>When Technology and People meet … </li></ul>Some hard facts Some ‘inconvenient truths’ Symptoms, diagnosis, and … treatment
    3. 3. <ul><li>To Overcome Your Opponent , You Must First Understand Him </li></ul>Sun Tzu The Art of War
    4. 4. <ul><li>The number one reason: </li></ul><ul><ul><li>resistance to change </li></ul></ul><ul><li>According to LISA’s 2006 Global Business Practices Survey: </li></ul><ul><li>“ Staff resistance to change is a factor that complicates roughly half of all technology implementation projects and severely threatens about one in ten” </li></ul>
    5. 5. <ul><li>It’s (just) a technology implementation </li></ul><ul><li>It’s (just) business as usual </li></ul><ul><li>It’s (just) an infrastructure project </li></ul><ul><li>It’s (just) a piece of software … </li></ul>
    6. 6. <ul><li>If we explain the business rationale , people will understand </li></ul><ul><li>If we tell them what will change, people will adjust </li></ul><ul><li>If we give them application training, people will use the system </li></ul>
    7. 7. <ul><li>people will naturally fall in line (and do as they’re told) </li></ul>
    8. 8. <ul><li>behavior is more complex than that </li></ul><ul><li>everyone has different drivers </li></ul>
    9. 9. <ul><li>The technology is *just* the tool – the desired outcome is ‘to do something differently’ = transform (part of) the business </li></ul>
    10. 11. <ul><li>Business Transformation is a process - not a product </li></ul>
    11. 12. (With apologies to any vegetarian and vegan participants)
    12. 13. <ul><li>Technology is never the promised silver bullet – not all business problems are solvable by automation </li></ul>
    13. 14. <ul><li>No sophisticated technology system can be used ‘off the shelf’ – there will always be a need for customization </li></ul>
    14. 15. <ul><li>Inefficient Processes + New Technology = Failure </li></ul><ul><li>Upgrading or automating a dysfunctional process: … same problems, just faster and harder to fix </li></ul>
    15. 16. <ul><li>Get your key people involved and… </li></ul><ul><li>fix what’s broken first! </li></ul>
    16. 17. <ul><li>1. Secure C-level sponsorship </li></ul><ul><li>2. Bring in independent experts </li></ul><ul><li>3. Talk with your people, not just at them </li></ul>
    17. 18. <ul><li>Change may be psychologically painful, but uncertainty about the end-state is more painful </li></ul><ul><li>Fear of loss is a powerful motivator </li></ul><ul><li>Loss of what? </li></ul>
    18. 19. <ul><li>No more Mr. Big Shot? </li></ul>
    19. 20. <ul><li>“ I have no idea what I’m doing anymore” </li></ul>
    20. 21. <ul><li>No more working from home? </li></ul>
    21. 22. <ul><li>No longer part of the winning team? </li></ul>
    22. 23. <ul><li>I used to know where we were headed … </li></ul>
    23. 24. <ul><li>Get ready to pound the pavement again? </li></ul>
    24. 25. <ul><li>Dysfunctional behavior; territorialism </li></ul><ul><li>Passive resistance; apathy </li></ul><ul><li>Cling to inefficient work methods </li></ul><ul><li>Jealously guard expertise; no sharing </li></ul><ul><li>Politicized environment </li></ul>
    25. 26. <ul><li>Which behaviours link to which fears? </li></ul><ul><li>What are the risks? </li></ul><ul><ul><li>to the team? </li></ul></ul><ul><ul><li>to the project? </li></ul></ul><ul><ul><li>to the individual? </li></ul></ul><ul><li>What if the fear is justified? </li></ul>
    26. 27. <ul><li>One-on-one </li></ul><ul><li>conversation </li></ul><ul><li>Acknowledge, </li></ul><ul><li>discuss, resolve </li></ul><ul><li>Focus on CAUSE </li></ul><ul><li>of behaviour </li></ul>
    27. 28. <ul><li>Do NOT like surprises </li></ul>
    28. 29. <ul><li>Get everyone together and communicate </li></ul>
    29. 30. <ul><li>Already feel overwhelmed with ‘special projects’ – don’t need another headache </li></ul><ul><li>Feel uncomfortable with ‘difficult’ conversations </li></ul>
    30. 31. <ul><li>Talk about the problem, not the solution </li></ul><ul><li>Focus on positive outcome s and benefits </li></ul><ul><li>Tap into collective memories </li></ul><ul><li>Provide forum for sharing experiences </li></ul><ul><li>Involve users in defining new roles </li></ul><ul><li>Use peer-mentoring </li></ul>
    31. 32. <ul><li>Fact: most managers spend 80% of their time with the 20% that are poor performers </li></ul><ul><li>Stop it! Face time one-on-one with the boss should be a reward; an earned privilege, and recognition for a job well-done </li></ul>
    32. 33. <ul><li>Use mentor as a sounding board </li></ul><ul><li>Ask for help dealing with internal politics </li></ul>
    33. 34. <ul><li>Bottom-up solutions enhance ownership </li></ul><ul><li>Managing by results, not by process gets a lot more work finished </li></ul>
    34. 35. <ul><li>Humans are actually very adaptive </li></ul><ul><li>and, as always, evolve to suit new worlds </li></ul>
    35. 36. <ul><li>It’s all about trust – in the system and in each other </li></ul><ul><li>Model desired behavior – do as I do – and most will follow </li></ul>… a new day
    36. 37. <ul><li>Contact: [email_address] </li></ul><ul><li>Phone: +1 604 317 2234 </li></ul>