Identifying and managing resistance to change
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Why do stakeholders resist change? What are the indicators of resistance? What can we do to manage and overcome resistance?
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Identifying and managing resistance to change
- 1. W E B I N A R CHANGE MANAGEMENT A n d y We s t www.ilxgroup.com Identifying and managing resistance to change
- 2. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Q & A R E S O U R C E S FOLLOW US F E E D B A C K Housekeeping note
- 3. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Introduction Andy West An experienced and professional Project & Change Management Skills Trainer with experience across a range of market sectors. Involved in a number of projects covering the design and implementation of business systems and training solutions within a number of organisations.
- 4. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Purpose of this webinar • To consider how change is achieved and why sometimes it isn’t • To identify the common symptoms of resistance and its causes, and to suggest some practical actions to deal with resistance
- 5. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Change? • Change “to make the form, nature, content, future course, etc. of (something) different from what it is or from what it would be if left alone: to” • “the altering of an entity” • Change or Transformation?
- 6. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Projects enable change Projects: “the most effective way of delivering change” • Projects deliver a capability • Change happens when that capability is adopted
- 7. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Projects and change Change happens when: Capability + output Ability + stakeholder Willingness stakeholder
- 8. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e How people react to change Kübler-Ross Curve (1969) Denial Anger or blame Depression & confusion Acceptance Bargaining And self-blame Shock 1 2 3 4 5 6 7 Problem-solving MORALE,ENERGY&PERFORMANCE T I M E
- 9. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e How to group the reactions Understanding of the change Capacity for change P a l s u l e , 1 9 9 7 THE STRUGGLERS THE LEARNERS THE OVER-WHELMED THE SURVIVORS HIGHLOW HIGH
- 10. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e The Beckhard and Harris Change Formula C = change A = level of dissatisfaction with the status quo B = desirability of the proposed change or end state D = practicality of the change (knowledge of the next practical steps, minimal risk and disruption) X = perceived ‘cost’ of the change B e c k h a r d a n d H a r r i s , 1 9 8 7 C=[ABD]>X
- 11. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Kanter’s common causes of resistance (1) REASON FOR RESISTANCE CAUSE Loss of control over territory Level of dissatisfaction – Beckhard & Harris Perceived ‘cost’ of the change – Beckhard & Harris Excessive uncertainty during the change Capacity for change – Palsule Practicality of the change – Beckhard & Harris Change is sprung on people as a surprise Shock – Kübler-Ross Too many differences at once Capacity for change – Palsule Self blame – Kubler-Ross Practicality of the change – Beckhard & Harris Loss of face from those associated with current state Level of dissatisfaction – Beckhard & Harris Perceived ‘cost’ of the change – Beckhard & Harris K a n t e r ( 2 0 1 2 ) C o n t / …
- 12. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Kanter’s Common causes of resistance (2) REASON FOR RESISTANCE CAUSES Concerns about competence Self blame – Kübler-Ross Desirability of the change – Beckhard & Harris Change is more work Capacity for change – Palsule Practicality of the change – Beckhard & Harris Ripple effects – change interferes with the activities of other areas Practicality of the change – Beckhard & Harris Capacity for change – Palsule Past resentments surface due to the interruption of a steady state Anger/ blame – Kübler-Ross Desirability of the change – Beckhard & Harris Sometimes the threat is real – change is resisted because it can hurt Anger/ blame – Kübler-Ross Desirability of the change – Beckhard & Harris Kanter (2012 )
- 13. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Types of resistance and symptoms PA S S I V E A C T I V E AUDIBLE UNHAPPINESS • No feedback • Sullen silence • Complaints • Objections DISENGAGEMENT “Vanish like the mist” Reject invites SABOTAGE • Not booking training • Not returning emails • Not providing information • Issues • “Breaking” • “Not fit for purpose”
- 14. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Kanter’s resistance management strategies • Leave room for those affected by change to make choices, get involved with planning and take ownership • Create a sense of safety with certainty of process, clear simple steps and timetables • Don’t plan changes in secret – keep people informed of what is happening • Minimise the number of unrelated differences • Where possible, keep things familiar • Avoid change for change’s sake • Celebrate the elements of the past that are worth honouring
- 15. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Kanter’s resistance management strategies • Provide abundant information, education, mentors and support systems • Run systems in parallel during transition if possible • Allow some people to focus exclusively on the change • Reward and recognise participants • Enlarge circle of stakeholders • Consider all affected parties and work with them to minimise disruption • Consider gestures to heal the past before focusing on the future • Be honest, transparent, fast and fair – for example, one big layoff with lots of support is better than a series of smaller cuts
- 16. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Building a strategy to manage resistance TWO CONSIDERATIONS: Analyse the following four situational factors: 1. The amount and kind of resistance that is anticipated 2. How powerful the initiator of the change is in relation to the resisters 3. Who the people are who have the relevant data to design the change and the energy to implement it 4. How great the risks are to organisational performance and survival if the change isn’t made Determine the optimal speed of change: the above analysis will help to decide how quickly or slowly the change should proceed. Kotter and Scheslinger (2008) CAUTION: a slower pace will give time to reduce resistance but if the current risk to organisational performance and survival is very great, it will be necessary to implement the change more quickly which will involve less buy in and focus on ‘forcing’ the change through.
- 17. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Rogers’ innovation adoption model 2.5% 13.5% 34% 34% 16% Quickest to adapt (after Rogers, 1962) Slowest to adapt Early majority Late majority Early adopters LaggardsInnovators Some s tak eholders are bes t engaged by others
- 18. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Supporting managers and supervisors • Managers and supervisors play a crucial role in successful change • They translate policy into action • They can really influence the change • Potential tensions between implementing change, dealing with resistance and maintaining performance • Support them by: Communicating as much as you can Helping them to answer questions about the change (e.g. FAQs) Facilitating access to coaching or mentoring.
- 19. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Building and sustaining momentum • Build momentum through: Regular communications Engagement with stakeholders An active change management network • If the change has a long lead time for implementation, don’t try to build momentum too early • Four key strategies: Timing of communications Phased approach to communications Keep visibility of the change high Task managers with the responsibility for delivery
- 20. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e A final thought Change is not easy or comfortable for everyone There will be resistance, both active and passive Identify resistance early, understand the resistance and deal with it appropriately
- 21. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Exclusive webinar offer Change Management Visit us at ilxgroup.com or send an email to ILXteam@ilxgroup.com Foundation e-learning Course – 50% OFF Foundation and Practitioner Classroom – 20% OFF Using the code WEBINAR20 ™ OFFER VALID UNTIL 30 TH SEPTEMBER
- 22. W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e Are there any questions?
- 23. Melbourne +61 1300 459 459 Thank you for listening New York +1 212 634 4542 Dubai +971 (0) 561496498 Auckland +64 9 363 9777 London +44 (0) 1270 611 600 contactus@ilxgroup.com www.ilxgroup.com
Editor's Notes
- NOTE: Slide included to set the context only and is NOT EXAMINED. This model was developed to show different reactions or behaviours that groups of staff may display when faced with change. The Capacity for change is a function of the individuals experience and attitude to change. The Understanding of the change is a function of the effectiveness of the engagement process. All change is fundamentally about people.
- The change formula (Beckhard and Harris, 1987) can help explain the forces which are acting for and against the change for individuals, and therefore pinpoint areas to focus on to increase motivation. Basically, an individual will decide to make the transition if they perceive that the effort or ‘cost’ of changing is worth it. In order for this to happen, they have to be unhappy with the way things currently are, happy with the proposed solution and not face too many unknowns or too much risk and disruption during the change. Implied in the formula is the assumption that if either A, B or D are zero then the change initiative will never overcome the ‘cost’ of the change, people will resist and the change will fail. In this case the formula can be a very useful way of beginning difficult discussions with the change sponsor and senior management about the wisdom of continuing with the change initiative. Focusing on raising levels of A, B and D will lower resistance, increase motivation and therefore increase the chances of the individual engaging in the change. Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)
- Kanter (2012 ) lists 10 common causes for resistance during change initiatives, and gives some tips for leaders of change on how to deal with them, as shown in Table 7.5 . In addition to the common causes of resistance listed above, each change initiative is different and it is important to identify which specific aspects of your change people may be unhappy with and therefore resist. ECMH Chapter 2 , Section B2.2 describes force field analysis (Lewin, 1951). This is a good tool to use in workshops with affected users to build up a picture of possible areas of resistance. Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)
- Kanter (2012 ) lists 10 common causes for resistance during change initiatives, and gives some tips for leaders of change on how to deal with them, as shown in Table 7.5 . In addition to the common causes of resistance listed above, each change initiative is different and it is important to identify which specific aspects of your change people may be unhappy with and therefore resist. ECMH Chapter 2 , Section B2.2 describes force field analysis (Lewin, 1951). This is a good tool to use in workshops with affected users to build up a picture of possible areas of resistance. Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)
- Resistance to change can take on a variety of forms. Audible unhappiness: Symptoms: e.g. lots of one-way communication of unhappiness with change Be careful of: Can ‘infect’ others and dominate meetings – unsettling for managers Deal with it by: 1:1 engagement, identify personal benefits for individuals, get feedback and work with people to find solutions Disengagement: Symptoms: e.g. lack of attendance at change meetings; lack of participation; unquestioning agreement Be careful of: easy to miss in early stages, disengaged managers can negatively affect their teams, missed opportunities for people to input to change plans Deal with it by: identify causes, take the change to them, involve them to increase engagement Sabotage: Symptoms: people bring their own agendas; they try to ‘break’ systems and processes; they spread negative rumours about change Be careful of: subversive nature makes it hard to identify the source, new systems and processes easily broken if the will is there Deal with it by: identify the saboteurs and ensure they know, give people responsibilities for aspects of the change to get buy-in and accountability Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)
- Tables 7.5 and 7.6 give some ideas about how to build a strategy to manage resistance. In addition, Kotter and Schlesinger (2008 ) suggest these two considerations whilst building your strategy. In general it is recommended to proceed at a slower pace as this give time to reduce resistance and ensure all relevant stakeholders are involved in designing and implementing the change. However, if the current risk to organizational performance and survival is very great, it will be necessary to implement the change more quickly which will involve less buy in and focus on ‘forcing’ the change through. Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)
- Everett Rogers’ (2004 ) innovation adoption model The strategy is to identify and target the early adopters and seek to recruit some of these opinion leaders to the role of champion. For example, you could include some of these people in your stakeholder workshops, as well as asking them to take on key communication events. Also target and track the early majority, not allowing the change team to be distracted by the apparent apathy or resistance of the late majority. Using this model in this way can give an overall shape to the engagement strategy, build momentum, and reassure key stakeholders that buy-in is proceeding in a predictable manner. Others have described the value of those stakeholders who already exhibit positive behaviours, modelling the change in what they already do. Pascale, Sternin and Sternin (2010 ) calls these ‘positive deviants’ and the Heath brothers (2011) call them the ‘bright spots’. Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014).
- Managers and supervisors who are struggling with the change may also benefit from some informal coaching or mentoring (ECMH Chapter 9, Section C describes coaching). This can help you to support your managers and supervisors to deal with challenges brought about by the change. Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)
- The four strategies: Timing of communications: increasing the frequency of communications will help build momentum as users hear more about the change as implementation approaches. Chapter 5 explains more about the type and frequency of communications during a change. Phased approach to implementation: if the nature of your change allows, carry out a pilot or early tranche before rolling out to all users. This gives the opportunity of testing solutions and approaches to the roll out, as well as gathering case studies and good news stories from early adopters. This will increase the interest of users who are waiting to go live as they hear how their colleagues are getting on. Chapter 8, section D1 discusses this further. Keep visibility of the change high: when the change starts, especially if you have built up momentum, it may be the top of everyone’s priority list. However, if it is a long roll out, or an extended period of embedding is needed, other things will begin to take people’s attention and your change may slip down in people’s priorities. In order to keep people focussed on the change keep the levels of communications and good news stories high. Publish hard data updates, for example “300 more people have gone live with the change this month”. Task managers with the responsibility for delivery: build successful implementation for their areas into their targets, objectives or reporting. Remember - “if it isn’t measured, it doesn’t get done” Copyright Acknowledgements: © The Effective Change Manager’s Handbook (2014)