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

1,774 views

Published on

Presented by Mark Jaben, MD

In this webinar, you will learn:

How people form opinions about the validity of continuous improvement
Then neuroscience behind why it's so hard to change minds
Why simply getting "buy-in" doesn't always work
What you need to do to sway opinions, increase engagement, and spread improvement

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

  1. 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. 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. 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. 4. The Science Behind Resistance To Change Mark Jaben, MD June 28, 2016
  5. 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. 6. must I suffer with their resistance?
  7. 7. Yes……….For good reason!
  8. 8. Change it’s not a problem
  9. 9. Change is a dilemma
  10. 10. Ideal Change works workable
  11. 11. Why shouldn’t they resist?
  12. 12. Issue choice
  13. 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. 14. ‘Your misconception about the method of production adds unnecessary cost’ -Taichi Ohno
  15. 15. there are always options
  16. 16. Issue choice desired outcome options hopefully an ideal change
  17. 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. 18. you cannot convince someone to do what you want
  19. 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. 20. Issue choice desired outcome options intervene here What NOT to do But exactly what we do
  21. 21. Instead of buyers……….. what you need are investors
  22. 22. Issue choice desired outcome options focus here What TO do
  23. 23. Issue choice desired outcome —> Shared outcome optionsintervene here What TO do
  24. 24. Shared outcome sorting criteria story observed circumstances start here What TO do
  25. 25. - W. Edwards Deming ‘Drive out fear’
  26. 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. 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. 28. you cannot read their mind
  29. 29. “As a leader, if I’m not getting pushback, I’m not doing my job” -Dan Florzone
  30. 30. not following through pushback ‘I’ll try’ conflict variation suggestion silence ‘no’
  31. 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. 32. Respect how you deal with resistance
  33. 33. Curiosity your desire to want to know
  34. 34. Credibility trumps reason
  35. 35. “A Question of Trust” Onora O’Neill.2002 BBC Reith lecture avoid inadvertent deception unintentional coercion
  36. 36. What to do
  37. 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. 38. Issue choice
  39. 39. + issue low less likely Credibility more likely hi resistance hi low participation
  40. 40. + issue shared outcome low less likely Credibility more likely hi resistance hi low participation
  41. 41. + issue shared outcome story sorting criteria observed circumstances low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation
  42. 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. 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. 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. 45. Issue choice shared outcome options focus here for an ideal change here
  46. 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. 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. 48. Webinars On Demand
  49. 49. Next Webinar – July 27 • Strategy Deployment as 
 Experiments and Hypotheses http://www.kainexus.com/webinars Mark Graban
  50. 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

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