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Unlock the Resistance to Change
 

Unlock the Resistance to Change

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Change is inevitable and employee resistance can cost a company time, money, and customers. This presentation will give you the confidence you need to embrace change and help you to coach others ...

Change is inevitable and employee resistance can cost a company time, money, and customers. This presentation will give you the confidence you need to embrace change and help you to coach others through it. After learning about this topic you’ll be able to:

■Understand why people avoid change
■Understand the stages of change
■Address resistance
■Avoid key mistakes

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    Unlock the Resistance to Change Unlock the Resistance to Change Presentation Transcript

    • Unlock the Resistance to Change: Key Strategies that Work Copyright © Psychological Associates® 2013Copyright © Psychological Associates® 2013 1
    • “Change is the law of life and those who look only to the past or present are certain to miss the future.” ~ John F. Kennedy 35th U.S. PresidentCopyright © Psychological Associates® 2013 2
    • Change is Inevitable  Business growth or decline  Marketplace shifts  Economic factors  Environmental factors  New leadership  New technology  New competitors  … and so many other dynamicsCopyright © Psychological Associates® 2013 3
    • Why Do Some People Avoid Change?Copyright © Psychological Associates® 2013 4
    • Primarily a Fear of Loss  Fear the loss of: – Control – Autonomy – Security – Predictability – Harmony – AcceptanceCopyright © Psychological Associates® 2013 5
    • Copyright © Psychological Associates® 2013 6
    • How Can You Get Around the Fear?  Understand reaction to fear comes out in behavior  Learn to understand behavior and uncover the reason for the fear  When you know the reason behind the fear you can help create benefits to the “change” that has been fearedCopyright © Psychological Associates® 2013 7
    • Understanding Behavior Our Dimensional® Model of Behavior™ We divide DIRECT behavior into four quadrants How they handle situations INDIRECTCopyright © Psychological Associates® 2013 8 8
    • Our Dimensional® Model of Behavior™ DIRECT WITHOUT REGARD RESPONSIVEHow they handle people INDIRECTCopyright © Psychological Associates® 2013 9 9
    • Very direct and without regard for others DIRECT Q1 Excludes, WITHOUT REGARD orders, argues, RESPONSIVE & disrespects INDIRECTCopyright © Psychological Associates® 2013 10 10
    • Indirect with little regard for others DIRECT WITHOUT REGARD RESPONSIVE Q2 Ignores, obeys, resists, & is indifferent INDIRECTCopyright © Psychological Associates® 2013 11 11
    • Indirect but responsive to others DIRECT WITHOUT REGARD RESPONSIVE Q3 Joins, complies, agrees, & is harmonious INDIRECTCopyright © Psychological Associates® 2013 12 12
    • We advocate Direct and Responsive DIRECT Q4 Includes, asks, WITHOUT REGARD discusses, & RESPONSIVE respects INDIRECTCopyright © Psychological Associates® 2013 13 13
    • Understanding Behavior The full Dimensional® Model of Behavior™ INITIATES Q1 Q4 Excludes, Includes, asks, orders, argues, discusses, & HIGH RESPECT LOW RESPECT & disrespects respects Q2 Q3 Ignores, Joins, complies, obeys, resists, agrees, & & is indifferent is harmonious AVOIDSCopyright © Psychological Associates® 2013 14
    • How to Approach Resolution With Each Behavior Uncovering the Fear of Loss: Q1 Fear of Losing: Independence and Q4 Fear of Losing: Self-realization and esteem independence Q2 Fear of and esteem Q3 Security Losing: Fear of Losing: Acceptance and esteemCopyright © Psychological Associates® 2013 15
    • The Fear Examples Q1 I’m afraid with this merger no one will Q4 I’m afraid I may not do well enough in my new listen to me leadership role. anymore and I will lose control. Q2 I’m afraidthat my new boss with Q3 I’m afraid now that I lead the group no one everything is going will like me. to change.Copyright © Psychological Associates® 2013 16
    • Benefits to Help Overcome the Fear Q1 Fear of Losing: Independence and Q4 Fear of Losing: Self-realization and esteem independence Benefits around . . . Benefits around . . . Control, autonomy, Learning, growth, and and influence collaboration Q2 Fear of and esteem Security Losing: Q3 Fear of Losing: Acceptance and esteem Benefits around . . . Benefits around . . . Predictability, stability, Acceptance, interaction, and low risk and harmonyCopyright © Psychological Associates® 2013 17
    • Once You Understand the Behavior How Do You Start the Change?  Everyone goes through a “Change Curve”Copyright © Psychological Associates® 2013 18
    • Personal Change CurveCopyright © Psychological Associates® 2013 19
    • Personal Change Curve In stage 1 people need information and support That information decides how quickly they move into stage 2 – and how long they may stay in stage 2Copyright © Psychological Associates® 2013 20
    • Personal Change Curve In stage 2 people need more information – and require additional support. Key is uncovering the “fear” or resistance to the change – you have to understand the problem. This support and information should be based on benefits that match the behavior displayed. No cheerleading.Copyright © Psychological Associates® 2013 21
    • You Have to Understand the Problem Check out this clip from the movie “Moneyball. ” http://www.youtube.com/watch?v=_AwNzzBS4nM *Psychological Associates did not create or post this clip. We do not claim any rights to this clip.Copyright © Psychological Associates® 2013 22
    • Personal Change Curve Leaders need to move into stage 3 quickly – so they don’t get stuck in stage 2 and lead people right into it with them and out of the company. People in stage 3 need a lot of direction and positive feedback.Copyright © Psychological Associates® 2013 23
    • Personal Change Curve In stage 4 people have accepted the change but still require involvement and ownership.Copyright © Psychological Associates® 2013 24
    • Personal Change Curve With enough information and support a person could stay above the line and progress to stage 4 much more quickly. This can save a company a lot of time and money. Typically in a business change (a new job, a merger, etc) it takes approximately 6 months to be moving into stage 3.Copyright © Psychological Associates® 2013 25
    • Organizational Change Types People often try to address problems like they are “technical” in nature – when most problems are actually “adaptive” in nature. Technical Adaptive Clearly defined problem Problem definition unclear (and often contested) Technical solution available No obvious solution Requires little new learning Requires change and learning at many levels Provided by experts Requires internal collaboration and involvement at all levels Heifetz and Linsky (2002). Leadership on the Line.Copyright © Psychological Associates® 2013 26
    • Addressing Resistance How do you win the battle?  What is the resistance telling your company?  Be informed by the resistance FIRST  Deal with the brutal facts  Position leaders who have political skills first and technical skills second  Provide support, involvement, and direction  Move out those who need to goCopyright © Psychological Associates® 2013 27
    • Key Mistakes What does not work in change management?  Mistake an adaptive change for a technical change  Apply a technical solution to an adaptive problem  Assume “resistance” is primarily about problematic employees and do not look deeper  Overlook how your company’s mindset contributes Heifetz and Linsky (2002). Leadership on the Line.Copyright © Psychological Associates® 2013 28
    • Key Strategies What works in change management?  Confront the brutal facts  Make sure those who are part of the problem are part of the solution  Maintain focus  Regulate distress and build competencies  Take responsibility  Accept there will be some casualties Heifetz and Linsky (2002). Leadership on the Line. Collins, J. (2001). Good to Great.Copyright © Psychological Associates® 2013 29
    • How Psychological Associates Can Help Solutions we offer that manage resistance to change  LEADERSHIP THROUGH PEOPLE SKILLS ®  THE PROFICIENT EXECUTIVE ®  Team Scorecard  Executive Coaching  Competency Modeling  Senior Team BuildingCopyright © Psychological Associates® 2013 30
    • Want More Content?  Sign up for our newsletter to receive access to articles, events and more  Follow our blog to get immediate updates when we release new information  Check out our Slideshare to view other presentations  Schedule a free consultation  Join our leadership group on LinkedIn  Follow us on TwitterCopyright © Psychological Associates® 2013 31