This document discusses resistance to change and provides reasons why people resist change. It outlines signs of resistance including being critical, finding fault, ridiculing, and sabotaging. Reasons for resistance include dislike of change, fear of the unknown, loss of control or face, and poor timing. The document also discusses passive resistance, outcomes that cause a positive reaction to change, and factors that cause resistance. It provides responses to common resistance statements and methods for managing and overcoming resistance, including maintaining focus, embracing resistance, and respecting those who resist.
Managing resistance to change and change and transition managementVidhu Arora
managing resistance to change, change and transition management- process, william bridges transition model, effective transition management, difference between change and transition.
Most leaders encounter resistance to change. The resistance can take various forms. People can protest the implementation plan, the approach, your leadership, the font size used in change communications, and the decision to change in the first place.
This new infographic on resistance highlights the work of three masters. Rick Maurer’s Three Types of Resistance is a classic method of understanding why people resist and how to respond effectively. Ingrid Bens teaches us how to have conversations about resistance in ways that work. The late Herb Shepard’s teachings offer wisdom from his years of work with organizations.
Use this infographic to help decide how to handle the inevitable challenges and pushback that arise during change.
Managing resistance to change and change and transition managementVidhu Arora
managing resistance to change, change and transition management- process, william bridges transition model, effective transition management, difference between change and transition.
Most leaders encounter resistance to change. The resistance can take various forms. People can protest the implementation plan, the approach, your leadership, the font size used in change communications, and the decision to change in the first place.
This new infographic on resistance highlights the work of three masters. Rick Maurer’s Three Types of Resistance is a classic method of understanding why people resist and how to respond effectively. Ingrid Bens teaches us how to have conversations about resistance in ways that work. The late Herb Shepard’s teachings offer wisdom from his years of work with organizations.
Use this infographic to help decide how to handle the inevitable challenges and pushback that arise during change.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
An introduction to the Praxis Framework™ webinarILX Group
Adrian Dooley, the originator and lead author of the Praxis Framework™, joined ILX to talk through the framework, how it relates to other methodologies, and the advantages it provides to those who use it.
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
Group resistance to change - Organizational Change and Development - Manu Me...manumelwin
Organizations, by their very nature are conservative. They actively resist change.
Structural inertia – some organizational structures have in-built mechanism for resistance to change. Eg in bureaucratic structure where jobs are narrowly defined & lines of authority are clearly spelled out, change would be difficult.
Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
An introduction to the Praxis Framework™ webinarILX Group
Adrian Dooley, the originator and lead author of the Praxis Framework™, joined ILX to talk through the framework, how it relates to other methodologies, and the advantages it provides to those who use it.
Scientist and novelist C.P. Snow wrote that social change was "so slow that it would pass unnoticed in one person's lifetime. That is no longer so. The rate of change has increased so much that our imagination can't keep up." Two of the most critical elements of leadership are the introduction and management of change. Most organizations rise or fall based on how well they manage the introduction of change and the control of uninvited changes in their environment.
Group resistance to change - Organizational Change and Development - Manu Me...manumelwin
Organizations, by their very nature are conservative. They actively resist change.
Structural inertia – some organizational structures have in-built mechanism for resistance to change. Eg in bureaucratic structure where jobs are narrowly defined & lines of authority are clearly spelled out, change would be difficult.
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
Dr. Louise Stanger of All About Interventions describes SFT, motivational interviewing and parallel processes to help addiction professionals integrate these transformational processes into practice.
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
In this session, we discuss Prochaska and DiClemente's readiness for change model and how it can be used to tailor intervention strategies.
This powerpoint is part of AllCEU's Addiction Counselor Training Series. Each week we provide 8 hours of face-to-face continuing education and precertification training to LPCs, LADCs, and those wishing to become addiction counselors. Many states allow precertification to be done via online learning as well. We are approved education providers by NAADAC #599 and NBCC #6261.
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
This powerpoint is part of AllCEU's Addiction Counselor Training Series. Part of the screening process involves not only identifying a possible problem, but helping the patient to identify it as a problem that they are willing to work on. Part of this process of motivational enhancement includes helping patients see there is an issue, that it is controllable or able to be dealt with and how it will help them achieve their goals. This powerpoint links to protocols for helping train clinicians in Motivational Enhancement Therapy. Each week we provide 8 hours of face-to-face continuing education and precertification training to LPCs, LADCs, and those wishing to become addiction counselors. Many states allow precertification to be done via online learning as well. We are approved education providers by NAADAC #599 and NBCC #6261
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
Part of the Addiction counselor training curriculum
2. Signs of resistance to change Being critical Finding fault Ridiculing Appealing to fear Use facts selectively Blaming or accusing Sabotaging Intimidating or threatening Manipulating Distorting facts Blocking Undermining Starting rumors Arguing
3. Passive Resistance Agreeing verbally but not following through Failing to implement change Procrastinating or dragging one’s feet Feigning ignorance Withholding information, suggestions, help or support Standing by and allowing change to fail
4. Reasons for Resistance to Change Dislike of change Discomfort with uncertainty Perceived –ve effect of interests Attachment to the established culture Perceived breach of psychological contract Lack of conviction that change is needed Lack of clarity as to what is expected Belief that the specific change being proposed is inappropriate
5. Reasons for Resistance to Change-contd Belief that timing is wrong Excessive change Cumulative effect of other changes Perceived clash with ethics Reaction to the experience of previous changes Disagreement with way change is being managed
6. Outcomes to cause positive reaction to change Security Money Authority Status / prestige Responsibility Better working conditions Self-satisfaction Better personal contacts Less time & effort
7. Power of Resistance Maintain clear focus Embrace resistance Respect those who resist Relax Join with the resistance
8. Factors Causing Resistance to Change Fear of Unknown Loss of Control Loss of Face Loss of Complacency Need for Security Poor Timing Force of Habit Lack of Support Lack of Confidence Lingering Resentment
9. Resistance & Response I don’t want to Tell me exactly what you want me to do I will do it next week. Wow! Great!! It would be better if it is implemented in XYZ dept. Why? Whats your concern? What aspects are unclear to you? Is there anything important preventing you from doing it tomorrow? I am pleased. When can I expect & what from you? I appreciate your concern. We have plans for them also. I want you to do…
10. X is not going to like this You owe me one See what you are making me do We have always done it this way X is supportive (or) I will discuss with X separately. What is your view? I have not forgotten. But I need your support in this one. We can discuss…But we need to do this. How can we ensure that the new way incorporates best of traditional way? Resistance & Response
11. Responding to Resistance When did you first become aware? What form did it take? What were your first thoughts? What made you decide that you had to do something? What actions did you take? What was the impact – short term? Long term? Would you do anything differently?
13. Seven Stage Model of Consulting Process The development of a need for change. (unfreezing) The establishment of a change relationship. (between client and consultant) The clarification or diagnosis of client system’s problems The examination of alternative routes and goals, establishing goals and intentions of actions The transformation of intentions into actual change efforts. (change) The generalization and stabilization of change. (Refreezing) Achieving a terminal relationship. (terminating client-consultant relationship)