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PMday 2015. Наталія Яценко “Essentials about human resistance to change”


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PMday 2015. Наталія Яценко “Essentials about human resistance to change”


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PMday 2015. Наталія Яценко “Essentials about human resistance to change”

  1. 1. Essentials about human resistance to change
  2. 2. Agenda ● Introduction ● Case Study about Square Wheels ● Human resistance to change ● Personal Change Curve ● Change Equation and ADKAR model ● Managing Change Matrix
  3. 3. Introduction ● Change is the most constant in life ● Continuous improvements are paramount needs ● As a manager we often have to lead or initiate the change ● Introducing the change require strong management skill set
  4. 4. Identifying Square Wheels and Round Wheels - How would we know that we were making any progress if things didn't go 'Thump, Thump?'" - There might be more effective ways of doing things. But it is sometimes hard to see this. After all, we are making progress!
  5. 5. Trial and Error or how change and ımprovements occur Continuous improvement is an ongoing process, is accomplished by trial and error Putting the Blame Frame around less than perfect attempts to improve will stifle improvement and evolve the resistance to change!
  6. 6. Four key areas of successful change management 1. Understanding change ● Is the change necessary? ● Have you considered all possibilities and options? 2. Planning change ● Do you have skills and competencies? 3. Managing resistance to change 4. Implementing change
  7. 7. Why do some people and organisation avoid a change? FEAR
  8. 8. Some facts about Fear ● Fear is one of the oldest and the most basic human emotions. ● Fear is based on the survival instincts necessary to respond when we sense danger or feel unsafe. ● The response to fear is known as "fight or flight": fight off the danger or run fast to get away. ● The body stays in the fight-flight state until the brain receives an "all clear" message and turns off the response.
  9. 9. Fear the loss of: ● SECURITY ● STABILITY ● AUTHORITY ● COMFORT ● CONTROL ● AUTHONOMY ● HARMONY ● PREDICTABILITY ● etc We often make poor decisions simply to avoid loss… Ori and Ram Brafman “The Irresistible Pull of Irrational Behavior”:
  10. 10. How to deal with FEAR Learn reaction, understand behaviour Uncover the reason for the fear Create “Benefits” to the change Example: Fear to loss authority or independence might be compensated by the such benefits as getting new knowledge and competencies It easier to plan change, define benefits, overcome the resistance if you know the reason of fear
  11. 11. Personal Change Curve Denial / Resistance - Need to change unclear - Active / passive fight for status quo - Logical rationalisation and justification to resist change - Selective listening/responding - Cynicism and turf guarding - “It`s not broken”,” We don't need this etc” Commitment - Teamwork high, roles, goals, linkages clear - Change leads to breakthrough results - Positive mindset, people existed to come to work - Self-esteem high - “We did it”, “This is so much better” Emotional - Morale, productivity decline - Fear of unknown and failure - Anger, frustration and confusion - Sadness, depression, guilt, illness,negativity - Turf battles, victimisation - Cloudy perspective due to emotions - “It`s blowing up”, “Let`s go back” Acceptance - Worst part is over - Sense that things may work out - Less emotionalism and negativity - Morale and productivity begin to rise - Understanding of roles and goals - More solution oriented thinking - Vision of end state more clear - “This might work” P r o d u c t i v i t y Time
  12. 12. The Change Equation Dissatisfaction x Desirability x Practicality > Resistance to Change ● Dissatisfaction – Your team has to feel dissatisfied with the current situation before a successful change can take place. ● Desirability – The proposed solution must be attractive, and people need to understand what it is. ● Practicality – Your team must be convinced that the change is realistic and executable. Because there's a multiplicative relationship between Dissatisfaction, Desirability and Practicality, if one element is missing, that variable will have a value of zero – meaning that this whole side of the equation will equal zero.
  13. 13. ADKAR model ● Awareness of the need for change or why change is necessary ● Desire to participate in and support the change. ● Knowledge on how to change. ● Ability to implement required skills and behaviors. ● Reinforcement to sustain the change.
  14. 14. Changing a child's behavior with ADKAR 1. Children first need to know what they are doing is wrong. 2. Their natural inclination is to test the boundaries and limits. Consequences, either positive or negative, are usually required and impact the child's desire to change. 3. Children need a role model to understand what the proper behavior looks like. 4. Children need time to develop the ability to act in a new way. 5. Children need reinforcement to keep the good behavior going.
  15. 15. Managing Change Matrix Vision Skills Incentives Resources Action Plan Change Skills Incentives Resources Action Plan Confusion Vision Incentives Resources Action Plan Anxiety Vision Skills Resources Action Plan Resistance Vision Skills Incentives Action Plan Frustration Vision Skills Incentives Resources False Starts
  16. 16. References ● Films: ○ MoneyBall ○ Morning Glory ○ Up in the Air ○ Revolutionary Road ● Make fun with your team = the first reaction is NO: com/watch?v=7cSudpyEU9w ● Test yourself “How good you are change management skills?” https://www.