Introduction My philosophy in dealing with resistance to change falls in line with some popular organizational theories and practices that (1) people are motivated to change intrinsically (WIFM), and (2), sustaining change/action plan/next steps is through “experiencing the feeling ”

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Why Resist Change?
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How As A Coach Deal with Resistance?
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Reducing Resistance; Making It Sustainable
Lisette Lebron-Special Topic
Presentation-Dealing with Resistance to 1
Change

2. Resistance means…
opposition to an
the act or power of attempt to bring
resisting, opposing, repressed thoughts
or withstanding or feelings into
consciousness
Defining
Resistance
Getting “stuck “ or a
Ambivalence
“boulder” to results
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3. Flow of
Coaching
Action
Coaching
Leadership
Coaching Dealing
with
Resistance
Facilitative
Coaching
Possibilities
& Solutions
Coaching Approaches
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4. Cognition
individual interpretation can limit awareness of the
need for change
Motivation
desire to avoid the sense of loss and uncertainty that
change brings
Obligation
expectations and assumptions about how things
should be
BARRIERS TO RESISTANCE
Organization Change: Theory and Practice (Foundations for Organizational Science)
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5. Level Resistance Overcoming Resistance
Individual  Losing something of value  Transitioning: ending, going
 Types of resistance: through a neutral zone to a
Blind - anti change for new beginning
the sake of it
 Political – protective  Achieving closure
of power
 Ideological – against  Encourage participation
principle of change
 Apathy – worst form of
resistance
OVERCOMING RESISTANCE
Organization Change: Theory and Practice (Foundations for Organizational Science)
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6. Motivating Change through stories
Process
Competencies
(KABS)
Personal Style
Philosophy
Values
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7. Coaches’ Checkpoint to Resistance
Check Check
• Is it viewed
Point • Are the next Point
attainable by • Are desired steps relevant to • Is the change
my client? behaviors clients goal? sustainable for
Check demonstrated? Check my client?
Point Point
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8. Burke, Warner W. Organizational Change:
Theory and Practice. Sage Publications. 2008.
Flaherty, James. Coaching Evoking Excellence
in Others.. Elsevier Inc. 2010. (151-156)
Hudson, Frederic M. The Handbook of
Coaching. Jossey-Bass. 1999. pg 24, 29
Jordan, Peter J. Dealing with Organisational
Change: Can Emotional Intelligence Enhance
Organizational Learning. International Journal
of Organisational Behavior, 8(1), 456-471.
Kotter, John P. and Dan S. Cohen. The Heart
of Change: Real-Life Stories of How People
Change Their Organizations. John P. Kotter and
Deloitte Consulting LLC. 2002.
WORK CITED
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