"It's not easy to change things. Things fight back." Marty Rubin Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation. In this interactive webinar, we will cover: - Unpacking resistance - what it is and what it looks like - How to make the case for intervening early and often - Snapshot of Prosci Best Practices - Top 5 tips from our consulting team - Q&A

1. Presented by:
Vicky Emery
General Manager, Being Human
Prosci Advanced Instructor
Change Community
of Practice Webinars
Working with
Resistance

2. Introducing Being Human
• Founded in 1993
• Our mission: develop change-capable
people and organisations to achieve the
benefits of change
• Prosci Primary Affiliate Australia and
New Zealand since 2006
• Support at project level: Prosci-
Certified Change Managers to support
projects and Change Practitioners
• Build skilled application: Prosci
Advanced Instructors – deliver programs
for Change Practitioners, Project
Managers, Executives, Managers and
Employees
• Build Enterprise-wide change
capability & Change Portfolio
Management - consulting and
contracting
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3. Agenda
• What does resistance look
like and what are the
impacts?
• Where does it come from and
what are the reasons?
• What does Best Practices
Benchmarking Study say
about resistance and how to
manage it?
• Top 5 Tips - Advice for
Change Practitioners
• Close
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5. Prosci® Flight Risk Model
Time
Increasingresistancedecreasing
productivity
With change, expect a decline in
productivity and an increase in resistance.
1st Communication or 1st Rumor
Productivity loss
Employee
dissatisfaction
Passive resistance
Turnover of valued
employees
Tangible customer impact
Active resistance
Opt-out of the change

6. Multiple changes within the organization
aggravate and compound this risk.
Prosci® Flight Risk Model
1st Communication or 1st Rumor
Project 1
Project 3
Project 2
Tim
e
Increasingresistancedecreasing
productivity

8. What does resistance look and sound like?
Covert resistance
• Schedule gets drawn out through late decisions
• Deliverables run late
• Discussion – lots…
• Low participation
• No-shows at key meetings
Overt resistance
• Refusal to adopt the change
• Industrial Action
• Sabotage of the change or organisation
• Loss of staff or clients
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9. Most Resistant Group?
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5%
14%
49%
28%
4%
0% 10% 20% 30% 40% 50% 60%
Executives and Directors
Senior-Level Managers
Middle-level Managers
Front-line Employees
Other
Percentage of Respondents
2016 Best Practices in Change Management Report – 9th Edition.
Prosci Inc copyright 2016.

10. The Top Reasons for Employee Resistance
Lack of Awareness of Why a Change is Needed1
Change Specific Resistance2
Change Saturation3
Fear4
Lack of Support From Management or Leadership5
p164
2016 Best Practices in Change Management Report – 9th Edition.
Prosci Inc copyright 2016.

11. The Top Reasons for Manager Resistance
Organizational Culture1
Lack of Awareness and Knowledge About the Change2
Lack of Buy-in3
Misalignment of Project Goals and Personal Incentives4
Lack of Confidence in Their Own Ability to Manage the People Side
of Change5
p166
2016 Best Practices in Change Management Report – 9th Edition.
Prosci Inc copyright 2016.

12. What Drives Resistance?
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The enablers or
elements that may
create a desire to
change include:
Hope in future state
Trust and respect for leadership
Incentive or compensation
Ownership for the future state
Acquisition of power or position
Career advancement
Affiliation and a sense of belonging
Enhanced job security
Imminent negative consequences
Discontent with the current state
Fear of job loss

13. When does it happen?
13
17%
9%
5%
2%
11%
54%
65%
63%
50% 49%
19% 19%
28%
39%
12%
Initiation Planning Design Implementation Closure
Resistance During Each Stage of the Project Lifecycle
No Resistance Little or Some Resistance Significant Resistance
2016 Best Practices in Change Management Report – 9th Edition.
Prosci Inc copyright 2016.

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15. Tip 1: Stay connected & use your network to spot
resistance
• You can’t do this work from your
desk – develop healthy
channels:
• Managers
• Change Champions
• Customers
• Have regular check-ins with
Managers – help them spot it,
too
• Are you still hearing ‘why?’
Check your cascades
• Are current communication
channels and methods working?
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16. Tip 2 – Don’t take it at face-value, dig into it
• Understand what the resistance is
really about
• What reasons are people using to
delay/stop the change? Look deeper…
• Look deeper, look for patterns
• How is it a ‘clue’ about what is really
important to this group or this person?
• Is what you are seeing part of the
culture – is it helping or not? Is
changing the culture part of the
targeted outcomes for this change or
not? How do you work with it?
• See Tip 1! Use your network to
validate the concerns
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17. Tip 3: Act quickly
• Reconfirm the big picture before
moving into local impact
• Have examples of the impact for that
team or person – including the hard
news
• Share examples of how other teams
or people have dealt with the concern
• Acknowledge the history and impact
of past changes
• Do not promise what you cannot
• Acknowledge shift
• Get the right person to have these
conversations
• What if they are right?
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18. Tip 4: Invest in Maintaining Desire
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Managers cannot
dictate or control an
employee's desire to
change. Employees
choose. However, that
does not mean that
managers are
powerless to manage
change.
• Best approach for building and
maintaining desire? Sponsorship –
at all levels
• Check your layers and cascades
• Be clear on your role and that of
the Sponsor
• Build regular check-ins and lots of
two way loops – awareness and
desire building isn’t just for the
beginning!
• This is the most time-consuming
element, the most critical and has
the most pay-off

19. Tip 5: Share the Wins!
• Socialisation is big! The power of
collective wisdom
• Use information from any ‘pilot’ up
front
• Get and share the data – how are
other people actually adopting the
change? Share staff and customer
stories
• Give people the information they
need to make the choice to support
the change - continually
• How can you use former
detractors?
• Leverage the enthusiasm people
have for the results they have
achieved or the outcomes for them
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21. More info
beinghuman.com.au
• Free Prosci Webinars
• Free Change Community of Practice Webinars
Prosci
• prosci.com
• portal.prosci.com
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