The Science Behind Resistance to Change: What the Research Says & How it  Can Help You

1. Presenter: Mark Jaben, MD   jabenmm@aol.com The Science Behind Resistance to Change: What the Research Says & How it   Can Help You Host: Mark Graban KaiNexus Mark@KaiNexus.com @MarkGraban

2. Agenda & Logistics • Presentation (40-45 minutes) • Your Questions (10-15 minutes) –Use the GoToWebinar   Meeting Panel to   submit a question at  any time    • Recording link and slides will be sent via email

3. About Mark Jaben, MD Mark graduated from The University of Miami School of Medicine in 1981 and completed an Emergency Medicine residency at University Hospital in Jacksonville, Florida in 1984. His 30+ years experience in community emergency medicine practice has included work with multiple hospital systems in the United States and New Zealand. He has spoken and written extensively on how health care systems can apply continuous improvement with Lean and kaizen principles to improve health care not only for patients, but also for those who care for patients.

4. The Science Behind Resistance To Change Mark Jaben, MD June 28, 2016

5. -when it comes to change, why you need them to resist -why Buy-in doesn’t work -why TPS needed TWO pillars: continuous improvement AND respect for people -why your credibility matters The Science Behind Resistance To Change

6. must I suffer with their resistance?

7. Yes……….For good reason!

8. Change it’s not a problem

9. Change is a dilemma

10. Ideal Change works workable

11. Why shouldn’t they resist?

12. Issue choice

13. The Inconvenient Truth- Brain is not into reality ‘The Split Brain in Man,’ Gazzaniga and Sperry, Scientific American 217(2):24-29, 1967

14. ‘Your misconception about the method of production adds unnecessary cost’ -Taichi Ohno

15. there are always options

16. Issue choice desired outcome options hopefully an ideal change

17. -Change is not a problem; it is a dilemma -An ideal change must not only work, it must be workable -Each of us thinks we know just what this should be -But each of us has a view that is based on incomplete data -The missing data is not rational; it resides in the Hidden brain -There are always options

18. you cannot convince someone to do what you want

19. ‘The Price of Your Soul: neural evidence for the non utilitarian representation of sacred values’ G. Berns et al, Philosophical Transactions of The Royal Society, Mar 2012, vol. 367, no. 1589, when choices don’t match

20. Issue choice desired outcome options intervene here What NOT to do But exactly what we do

21. Instead of buyers……….. what you need are investors

22. Issue choice desired outcome options focus here What TO do

23. Issue choice desired outcome —> Shared outcome optionsintervene here What TO do

24. Shared outcome sorting criteria story observed circumstances start here What TO do

25. - W. Edwards Deming ‘Drive out fear’

26. “People in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their powerless counterparts.” ‘Power Changes How the Brain Responds to Others,’ Hogeven, Inzlicht, Obhi, Journal of Experimental Psychology, June, 2013

27. -the brain prefers to defend its story -defending stance/dueling solutions/ dead end -to get to challenging mode, focus on shared outcome -this takes a focus on the stories -this takes surfacing the sorting criteria -this takes accessing the Hidden Brain -

28. you cannot read their mind

29. “As a leader, if I’m not getting pushback, I’m not doing my job” -Dan Florzone

30. not following through pushback ‘I’ll try’ conﬂict variation suggestion silence ‘no’

31. 3 causes of resistance Don’t agree with the story Don’t see a way to be successful in what is proposed Don’t think it is worth the effort lack of agreement on: purpose process priorities

32. Respect how you deal with resistance

33. Curiosity your desire to want to know

34. Credibility trumps reason

35. “A Question of Trust” Onora O’Neill.2002 BBC Reith lecture avoid inadvertent deception unintentional coercion

36. What to do

37. credibility curiosity Ideal change respect use brain to craft the agenda, rather than defend one use brain to ﬁnd the better option, rather than enforce yours

38. Issue choice

39. + issue low less likely Credibility more likely hi resistance hi low participation

40. + issue shared outcome low less likely Credibility more likely hi resistance hi low participation

41. + issue shared outcome story sorting criteria observed circumstances low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation

42. R&D + issue shared outcome story sorting criteria observed circumstances challenging mode defending stance catalyst low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation

43. R&D + issue shared outcome options choice story sorting criteria observed circumstances challenging mode defending stance catalyst low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation

44. R&D + issue shared outcome options choice story sorting criteria observed circumstances challenging mode defending stance catalyst low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation

45. Issue choice shared outcome options focus here for an ideal change here

46. resistance Recognize Reconcile Respond What do we agree on? What can we agree to do? Is it possible that…….? What doesn’t work? an example? What doesn’t work for you? Are you happy with this? Something that makes this difﬁcult? Questions? Concerns? An Engagement Kata 1- seek the resistance 2- seek their concerns 3- check yourself 4- ﬁnd the next step Am I clear with my language, terms? Misleading with my data? Misguiding with my metrics? Does my choice work and is it workable?

47. Mark Jaben jabenmm@aol.com Look for the soon to be released book: Free The Brain: Overcome The Struggle People And Organizations Face With Change freethebrain.com

48. Webinars On Demand

49. Next Webinar – July 27 • Strategy Deployment as   Experiments and Hypotheses http://www.kainexus.com/webinars Mark Graban

50. Contact Info Q&A • Web: – www.kainexus.com – blog.kainexus.com – www.freethebrain.com • Past Webinars: – www.kainexus.com/webinars • Social media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Mark Jaben, MD   jabenmm@aol.com Mark Graban KaiNexus Mark@KaiNexus.com @MarkGraban

The Science Behind Resistance to Change: What the Research Says & How it Can Help You

KaiNexus