This is the fifth in a Sysdoc Slideshare series about change management. In our previous presentation, we looked at ways to develop a high level analysis on where individuals and teams impacted by the change programme sit. In this presentation, we will look further into the groups we have mentioned previously, analysing what approach is required to provide a unified change effort.

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Sysdoc is a specialist consultancy which delivers business transformation and change which is
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This is the fifth in a Sysdoc Slideshare series about change management.
In our previous presentation, we looked at ways to develop a high level analysis on where
individuals and teams impacted by the change programme sit.
In this presentation, we will look further into the groups we have mentioned previously,
analysing what approach is required to provide a unified change effort.
Sysdoc on Slideshare

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The four categories mentioned in the previous Slideshare are based on the ability and willingness
of people within the programme to deal with the change initiatives.
The categories are:
Each category requires a different approach that will be discussed in this Slideshare.
Categories

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They have the resources to cope with the change and are willing to participate.
These are the people that are actively enthusiastic about the project and as such, can provide
benefits to the change programme.
For example, they could become role models to help influence those that have not yet embraced
the change.
A spirited support of the project from fellow employees may galvanise those more difficult groups,
which we shall explore next, into action.
Can change and will change
The easiest people to deal with

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These are people that are willing to change and see the benefit from the programme, but lack
aspects that will fully bring about change within the company.
The approach with this group is to take away the limiting factor, if possible.
This may not always be straightforward, but some solutions may include:
• Providing more resources to aid the change.
• Allocating more time to improve effectiveness of training.
• Additional training to boost the necessary skills for the use of the system.
• Access to further materials that can provide experience for using the system.
This should allow them to embrace the new system with a better understanding and through doing
so, may build their personal confidence.
Can’t change but will change
Willing to change, but lack ability or resources

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This can be a problematic group. They have the ability and resources to change, but will refuse to
change.
Consequently, they are likely to throw up objections, show no support and create barriers in their
desire to maintain the status quo.
Writing in the Harvard Business Review, J.D. Ford and L.W. Ford argue that this group is
fundamental as they provide ‘an important form of feedback.’
Their input during the change programme can be valuable, especially if they have seen similar
efforts fail in the past.
However, strategies are still required to deal with the issue.
Can change but won’t change
Difficult to deal with, not willing to get behind the programme

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There are a number of strategies that can be used to deal with the can change, but “won’t change
group.” They include the following:
These strategies should help alleviate some of the concerns held by this group and make for a
smoother change period.
How to deal with those who won’t change
Boost awareness – increased communication levels ensure change is understood
Describe the end point – people need to understand the change and benefits
Change the change – taking employees views on board can result in a win-win outcome
Build participation – look for opportunities to get people involved in the change effort
Use past experiences – teams need to learn from the past, to avoid the same mistakes

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These are people who lack both ability or willingness to take part in the change programme.
Whilst a blunt approach, unless they are absolutely critical to the change programme, a possibility
is simply to sideline them.
If this is not an option, a combination of the methods described over the course of this Slideshare
will be needed to bring this group on board for the change programme.
For example, getting those at the other end of the spectrum (the can and will group) to talk to
them as advocates for the change effort may prove beneficial and then they may be in the right
frame of mind to tackle the change programme, including provision of training or access to
materials.
Can’t change and won’t change
Neither able or willing to get behind the programme

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We first saw these groups in the previous embedding the change blog, where it was determined
that those taking part in a change programme could be assigned to one of the four groups.
Understanding which group individuals fit into may be an interesting starting point for your change
management approach.
When combined with a more traditional change impact assessment, this could give you a more
holistic view of the challenges faced through the change programme and crucially, how to deal
with them.
A holistic view of the challenge ahead

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