Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Resistance to Change, a Leaders' perspective. Webinar amp oct 2013 21st

3,084 views

Published on

Using research to improve the delivery and effectiveness of change programmes. This was the title of a Webinar sponsored by the Association for Project Management (apm) on the 21st October 2013

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

Resistance to Change, a Leaders' perspective. Webinar amp oct 2013 21st

  1. 1. What Drives Resistance to Change? A Leader’s Perspective Research conducted at Henley Business School as part of a post graduation qualification in Behavioral Change Researcher: Rod Willis rod.willis@assentire.net Electronics Manufacturing and Test, then Mergers and Acquisitions since 1985. Sponsor: Assentire Ltd www.assentire.net Engineering skills applying Enabling Technology, then moved to Process Improvement and organisational change. Now focused on the People side of the equation enabling Behavioural Change © Assentire Limited 2012
  2. 2. Using research to improve the delivery and effectiveness of change programmes This was the title of a Webinar sponsored by the Association for Project Management on the 21st October 2013 Click on me later in this presentation if you would like to Tweet me © Assentire Limited 2012
  3. 3. Reflecting why are we here today? Here are some thoughts •  Find ways of being better at what we do •  Be free to bring new ideas to the table •  Be able to frame new ideas contextually © Assentire Limited 2012
  4. 4. POLL  Ques)ons  #1   •  Which  one  is  your  interest?   –  Find  ways  of  being  be=er  at  what  we  do   –  Be  free  to  bring  new  ideas  to  the  table   –  Be  able  to  frame  new  ideas  contextually     n=169 Select  only  one  
  5. 5. Is this research Important? •  70% of all change initiatives fail (HBR). http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBKENG •  Resistance to Change is often cited as the number one reason why a change program has not delivered to the level that was anticipated. •  Organisations need to respond to turbulent market conditions. •  Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors. © Assentire Limited 2012
  6. 6. Is this research Important? •  70% of all change initiatives fail (HBR). http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBKENG •  Resistance to Change is often cited as the number one reason why a change program has not delivered to the level that was anticipated. •  Organisations need to respond to turbulent market conditions. •  Needing to achieve more with fewer resources is a common theme we hear daily in the media, be n=154 this public, private or non-profit sectors. © Assentire Limited 2012
  7. 7. The Prime Research context •  Sixteen change leaders (past and present) via semi-structured interviews provided the prime data. •  Combined experiences spanning > 55 organisations. •  Operating within Oil and Gas, Professional and Financial Services, Public sector, including two District Councils and a Police Collaboration Programme. © Assentire Limited 2012
  8. 8. The Problem of Change “Change is occurring at an ever increasing pace in all phases of man’s life. People fear change because it upsets their way of doing things and threatens their security. This feeling is balanced by a desire for new experiences and for the benefits that come as a result of change” (BURNS, J. E. 1966. THE PROBLEM OF CHANGE. Industrial Management, 8, 1.) © Assentire Limited 2012
  9. 9. Some of the questions asked •  When you think of the term "RESISTANCE TO CHANGE", what comes to mind? •  Is this the term you have used in the past or do you use any other terms? •  As you think of examples of Resistance to Change, do you perceive…? –  Only Negative activity, if so why? –  Only Positive activity, if so why? –  Both Negative and Positive activities if so why? Neither, please comment further © Assentire Limited 2012
  10. 10. POLL  Ques)ons  #2   •  As  you  think  of  examples  of  Resistance  to   Change,  do  you  perceive…?   –  Only  Nega)ve  ac)vity?     –  Only  Posi)ve  ac)vity?     –  Both  Nega)ve  and  Posi)ve  ac)vi)es?     –  Neither  Nega)ve  nor  Posi)ve  ac)vi)es?     n=162 Select  only  one  
  11. 11. We found 17 symptoms Ensuring a safe environment to enable Learning and Change Culture of the Organization Symptoms by level 1 off Level 1 1 3 off3 Level 2 4 symptoms Leading and Managing Change Purpose, Comm’s Change Dynamics Symptom by level 2 off Level 1 2 3 off3Level 2 Individual + Group Transition Personal Dynamics Group Dynamics Symptoms by level 3 off Level 1 3 5 5 off Level 2 5 symptoms 8 symptoms Behavioural/Psychological Levels used to categorise ‘Symptom by level’ Level 1: Environmental, Behavioural or Capability Level 2: Values, Beliefs, sense of Identity and Personal Purpose © Assentire Limited 2012
  12. 12. Leaders and Managers ability, and Resistance to Change Ensuring a safe environment to enable Learning and Change Symptom Theme: Culture of the Organization Leading and Managing Change Symptom Themes: Purpose, Communication Individual and Group Transition Symptoms by level 1 off Level 1 Symptom Themes: Is there a relationship between Leaders and Change Dynamics Personal 3 off Level 2 Managers abilitylevel work at a deeper Dynamics Symptom by to Group Dynamics psychological level (consciously or otherwise), 2 off Level 1 Symptoms by level and beingoff Level 2 bring about successful 3 able to 3 off Level 1 change? 5 off Level 2 Behavioural/Psychological Levels used to categorise ‘Symptom by level’ Level 1: Environmental, Behavioural or Capability Level 2: Values, Beliefs, sense of Identity and Personal Purpose © Assentire Limited 2012
  13. 13. Resistance in the Eye of the Beholder Level 1 Level 1: Environmental, Behavioural or Capability Level 2 © Assentire Limited 2012
  14. 14. Resistance in the Eye of the Beholder How  will  we  gain  access   to  this  knowledge  on  a   broader  basis  ?   Level 1: Environmental, Behavioural or Capability © Assentire Limited 2012
  15. 15. Change Programs under-performing It would seem the majority of Could this be why? deliver change programs fail to what is wanted, is there a link Ensuring a safe environment to enable Learning and Change here? Symptom Theme: Culture of the Organization Symptoms by level 1 off Level 1 Leading and Managing Change Symptom Themes: Purpose, Communication Change Dynamics 3 off Level 2 What are the implications if you, or Symptom by level your Leaders and Managers are 2 off Level 1 NOT able to work at a deeper level 3 off Level 2 than Capability? Individual and Group Transition Symptom Themes: Personal Dynamics Group Dynamics Symptoms by level 3 off Level 1 5 off Level 2 Behavioural/Psychological Levels used to categorise ‘Symptom by level’ Level 1: Environmental, Behavioural or Capability Level 2: Values, Beliefs, sense of Identity and Personal Purpose © Assentire Limited 2012
  16. 16. POLL  Ques)ons  #3   •  Please  select  the  one  you  feel  is  hardest  to   work  with.     –  Capabili)es   –  Environment   –  Values  and/or  Beliefs   –  Behaviours   –  Sense  of  Iden)ty     Select  only  one   n=165
  17. 17. The ‘Grow Through Change’ framework and the Research findings Low awareness regarding Leadership of Transformation and Individual Transition Appropriate Process, Timing & Content Fear of failure, Personal “ROI”, conflict with an individual’s “System” and/or career objectives Self-Determination Theory (SDT) Purpose, Mastery, Autonomy Lack of a clear Purpose Staff involvement, Tipping Point, Assimilation capacity and Changecycle (Transition Psychology) Old habits die hard, perceived excessive work, present system is OK, outdated life-cycle view “Group-Think” Sins of the past, low trust in the leadership, limited “soft skills” awareness in the leadership, inadequate training or support provided Transition: Origin: mid 16th century: from French, or from Latin transitio(n-), from transire 'go across’ Definition: The process or a period of changing from one state or condition to another © Assentire Limited 2012
  18. 18. What next? ‘Grow Through Change’, working with other frameworks How to engage in this space •  Funded Research •  Workshops •  Professional Coaching •  Professional Supervision Rod Willis rod.willis@assentire.net assentire.net/supervision/ apm.org.uk/BOK6 APM Body of Knowledge ISO 9004 goo.gl/xPlbm6 And Adult Development & Leadership Theory
  19. 19. Thoughts for the day   Resistance to Change, has our view actually changed in 50 year? ‘Real-life leaders: closing the knowing-doing gap’ (CIPD Research report September 2013) ‘New research finds 'reality gap’ in the capability of UK plc's 8 million managers, undermining attempts to boost economic growth’ (CIPD 3rd of May 2012) © Assentire Limited 2012
  20. 20. It’s not new after all! Books for consideration Leading and Managing Change 1: Purpose (Heron, 1999, Pink, 2011, Jung, 1995, Sinek, 2011) 3: Communication (Patterson, 2002, Wright, 2009, Gallwey, 1986) 4: Change Dynamic (Black, 2008, Conner, 2006, Hurst, 2002, *Kim and Mauborgne, 2003) Ensure a safe environment to enable learning and change 2: Culture (Covey, 2006, Kotter and Cohen, 2002, *Welsh NHS Confederation, 2008, Schutz, 1994) Leading and Managing Individual and Group Transition 6: Group Dynamic (Jaques and Salmon, 2008, Senge, 1994, Senge, 2006, Thornton, 2010) 5: Personal Dynamic (Argyris, 2008, Cartwright, 2004, Deci, 1997, Hawkins and Smith, 2006, Lawrence and Nohria, 2002) Transformational Leadership Frameworks (*Rooke and Torbert, 2005, *Jr., 2006, Collins, 2005, *Michael J. Zickar, 2008) A link for the books available from Amazon is available at http://goo.gl/5DfUh5 References prefixed with an * are Papers, please contact me for more details if you would like the full reference. © Assentire Limited 2012
  21. 21. References for Journals introduced at the start of the presentation COGHLAN, D. 1993. A person-centred approach to dealing with resistance to change. Leadership & Organization Development Journal, 14, 10. LAWRENCE, P. R. 1954. How to Deal with Resistance to Change. Harvard Business Review, 32, 49-57. ROOKE, D. & TORBERT, W. R. 2005. 7 Transformations of Leadership. Harvard Business Review, 83, 66-66. STONE, D. N., DECI, E. L. & RYAN, R. M. 2009. Beyond talk: creating autonomous motivation through self-determination theory. Journal of General Management, 34, 75-91. THOMAS, R. & HARDY, C. 2011. Reframing resistance to organizational change. Scandinavian Journal of Management, 27, 322-331. © Assentire Limited 2012
  22. 22. ‘Insanity is doing the same thing, over and over again, but expecting   different results’ (Albert Einstein) Click on apm logo to see all material and Q&A from the Webinar © Assentire Limited 2012

×