slide1 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Accepting and Embracing Resistance to CHANGE PowerPoint Presentation
Download Presentation
Accepting and Embracing Resistance to CHANGE

Loading in 2 Seconds...

play fullscreen
1 / 69

Accepting and Embracing Resistance to CHANGE - PowerPoint PPT Presentation


  • 346 Views
  • Uploaded on

MOVING FORWARD. Accepting and Embracing Resistance to CHANGE. CHANGE CHAMPIONS & ASSOCIATES. Part 1 Resistance and Behaviour. RESISTANCE ?. Resistance Styles. CHANGE CHAMPIONS & ASSOCIATES. Who’s In Your Zoo?. Why is it important to know who is in your zoo?.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Accepting and Embracing Resistance to CHANGE' - daw


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

MOVING FORWARD

Accepting andEmbracing Resistance toCHANGE

who s in your zoo

CHANGE CHAMPIONS & ASSOCIATES

Who’s In Your Zoo?
  • Why is it important to know who is in your zoo?
let s move them

CHANGE CHAMPIONS & ASSOCIATES

Let’s Move Them

Neutral

Resistant

Supportive

The Attitude Bell Curve

push the river or flow with it
Push the River or Flow With It

RESIST

SUPPORT

Something in it for them

New challenge

Makes sense

Right thing to do

Opportunity to input

Respect the champion

Believe time is right

  • No input into decision making
  • Surprise
  • Fear loss/cost - security, money, status, friends, freedom
  • Skeptical of success
  • Change unnecessary/make worse
  • If it's not broken, don't fix it
  • Feel manipulated
  • Believe organization lacks resources to implement
defining resistance

CHANGE CHAMPIONS & ASSOCIATES

Defining Resistance

? Push back/rejection

? Not buying in/ supporting

? Criticising

? Foot dragging

? Eye rolling

? Sabotage

= SUBJECTIVE

= feedback

= valuable information

= opportunity to increase

buy in

= potential for new champions

= greater potential for better result/success

scenario

CHANGE CHAMPIONS & ASSOCIATES

SCENARIO

Change Implementers =

Three managers of a large scale

government funded health reform program

Task =

Explain for the first time to project teams that a new data

management system is about to be introduced

Collecting different data using different software

Challenge =

Managers fuzzy on details

three perspectives
Three Perspectives

Manager 1

  • Asked a “ton of questions”
  • Felt “interrogated”
  • Team “irritated” when couldn’t answer questions

Manager 2

  • Silence
  • Felt “stonewalled”

Manager 3

  • “Very receptive”
  • “Lots of questions”
  • Disappointed with lack of answers
    • promised to get back
  • “Energising and engaging meeting”

Which is indicative of a productive reaction??

mind set adjustment

CHANGE CHAMPIONS & ASSOCIATES

Mind Set Adjustment
  • Why do I see this behaviour as resistant?
  • What can I learn from this?
  • How can I incorporate “resistance” into the change program to get a better result?

RESISTANCE =

designing change strategies for success

CHANGE CHAMPIONS & ASSOCIATES

Designing Change Strategies for Success
  • (drawing on John Kotter’s work)

Establish True Sense of Urgency

    • Challenge = drive cuckoo out of comfort zone
    • Well thought out case for change
    • All head, intellect
      • Theoretical, compelling rationale,

data driven business cases 

    • Win hearts and minds
      • Connect with people and their values 
slide15

CHANGE CHAMPIONS & ASSOCIATES

True Sense of Urgency

  • Bring the outside in
    • Connect internal & external
      • Recognise internal silos
      • Customer feedback
      • Share troubling data (competitor analysis etc)
      • Send people out to learn
      • Bring expertise from outside in

“If we don’t start to change now, we won’t exist/ will be irrelevant in X years”

true sense of urgency

CHANGE CHAMPIONS & ASSOCIATES

True Sense of Urgency
  • Behave like its urgent every day
    • Alert
    • Attitude
    • Engage
    • Time
    • Tone
  • No resting on laurels

- Past reputation, successes

  • Meeting treadmill
true sense of urgency1

CHANGE CHAMPIONS & ASSOCIATES

True Sense of Urgency
  • Find opportunity in crisis
  • Deal with the No No’s
    • Skilled urgency and passion killers
    • Disruptive
  • Neutralise
    • Assignment in Outer Mongolia
    • Move on or move on
    • Peer Pressure
powerful coalitions for change

CHANGE CHAMPIONS & ASSOCIATES

Powerful Coalitions for Change
  • Who?
    • Composition important
      • Leaders to drive; managers to manage process
    • Mutual trust & respect
    • Shared objective
    • Able to work as a team
  • Positional Power
  • Recognised Authority
  • Broad Reaching Credibility
  • Relevant Expertise
  • Proven Leaders, Effective Managers
slide19

Communicate Vision for Change

Focused

Clear. Provide guidance for

decision making

Imaginable

Paint a picture of the

future

Desirable

Appeal to long-term interest (employees, customers,

shareholders)

Flexible

Individual initiative, alternative responses with changing

conditions

Feasible

Realistic,

attainable goals

Communicable

Easy to explain

(especially WIIFM?)

slide20

Communicate for Buy- In

  • Consistent, constant communication
    • Hour by hour, anywhere, everywhere, CNN news flash
    • Lively visionary articles
    • Discussion replaces ritualistic meetings
    • Social media, water cooler, tea room
  • Communicate vision
    • Discrepancy message
  • Then
  • Communicate Vision
  • Simple, honest messages
    • verbal picture
    • no jargon
    • no techno/psycho babble
    • easy to repeat
    • inviting a 2 way conversations
would you buy in
Would You Buy In?

“Reminder: ‘Hot Wheels’: Spontaneous Sex and Cerebral Palsy

If you have moderate-severe cerebral palsy and want to talk about sex, a PhD student from The University of (Blah Blah) invites you to

participate in a study. This investigates how people perceive the

prevalent idea that good sex is spontaneous, the effect that this

perception may have on their sexuality, and whether the idea of sexual spontaneity is a contributing factor to any difficulty they may have in accessing sexual relationships. Participants would engage in two interviews (about 2 weeks apart) in person, over the phone, or by email, according to your preference. The project has been approved by The Human Research Ethics Committee of The University of (Blah Blah). For more information….

manage the message
Manage The Message

Create a true story –

Craft up to 4 versions

Tailor for relevance:

positional (i.e. exec vs. production line)

impact

?motherhood statements offensive

negative messages

specify improvement required

empowering the team
Empowering the Team
  • Remove the obstacles
    • Structures
    • Skills
      • New
      • Existing
    • Systems
    • Supervisor
celebrate the wins

CHANGE CHAMPIONS & ASSOCIATES

Celebrate the Wins
  • Generate short-term wins
    • Highly visible
    • Unambiguously related to change effort
  • Rewards
    • impact morale/motivation
  • Re-energise, re-motivate
  • Reinforce urgency
  • Neutralise blockers/No Nos
don t give up

CHANGE CHAMPIONS & ASSOCIATES

Don’t Give Up!
  • Ambidexterity
    • Drive change, new future
    • Manage day to day operations
  • Change fatigue
  • Let up
    • assumption job is done
    • lose momentum
    • resistance
a change challenge

CHANGE CHAMPIONS & ASSOCIATES

A Change Challenge

Background

  • Division in a multi-national with 2000 employees
  • Geographically dispersed
  • Totally entrenched silo thinking culture

New CEO

  • Wants to plant a seed that moves them toward a more collaborative mindset within 12 months
  • You have $20,000 to create the most 'shift in thinking

possible' taking all these constraints into account

Would you spend the $20,000? How? Why?

problem based v appreciative inquiry

CHANGE CHAMPIONS & ASSOCIATES

Problem Based V Appreciative Inquiry

PB -problem to solve

Focus = problem

  • Establish facts
  • Formulate problem
  • Analyse causes
  • Investigate, discover, learn
  • Diagnose, solve
  • Develop management plan

AP – miracle to embrace

Focus = people, relationships

  • Discover what works well
  • Dream – envision future
    • Discussion, innovation
  • Design process that would work well
  • Deliver ie implement
change program design

CHANGE CHAMPIONS & ASSOCIATES

Change Program Design
  • Using a real or hypothetical example, briefly outline a strategy for building support for change
    • Urgency
    • Driving Coalition
    • Vision
    • Buy In
    • Empowerment
    • Wins
plan for resistance

CHANGE CHAMPIONS & ASSOCIATES

Plan for Resistance
  • Organisational culture/societal culture
  • Fear Factor
    • People and emotions
    • Can’t talk people out of emotions
    • Acknowledge the elephant in the room
    • Don’t try to fight
    • Storms blow out: feelings change
    • Address known reasons for resistance
  • Avoid assumptions
    • No one will resist change for the better
    • Everyone close will be supportive
      • Self interest
      • Self management/ autonomy/ immunity
    • Managers will communicate unpopular changes
    • Message sent = message received
      • Chinese whispers
plan for resistance1

CHANGE CHAMPIONS & ASSOCIATES

Plan for Resistance
  • Emotional Process
    • Can’t talk people out of their feelings
  • Don’t fight
    • Like a storm – will blow out over time
    • Feelings change
  • Avoid assumptions
    • No one will resist change for the better
    • Everyone close will be supportive
      • Self interest
      • Self management/ autonomy/ immunity
    • Managers will communicate unpopular changes
    • Message sent = message received
      • Chinese whispers
plan for resistance2

CHANGE CHAMPIONS & ASSOCIATES

Plan for Resistance
  • Identify impacts
    • Different levels of organisation/hierarchy
    • Different individuals, values, skills, tasks, concerns
    • Interpretation/internalisation of messages
    • Geographic
  • Power of informal networks, gossip, innuendo
  • Unintended/unimaginable consequences
exercise 3

CHANGE CHAMPIONS & ASSOCIATES

Exercise 3

Thinking about how you would roll out a change program:

  • Identify broad areas/people where you might receive feedback that is less than supportive
  • Use your organisational chart to draw linkages between supportive and resistant groups
    • Use network diagrams to understand connections between internal and external stakeholders
  • How sure are you that you have identified all of them?
who resists

CHANGE CHAMPIONS & ASSOCIATES

Who Resists
  • Boost your own awareness
    • Walk the talk
    • Different levels of hierarchy
    • Different tangents of network
  • Listen, hear, learn
    • Complaints
    • Heated discussions keep change alive
slide40

CHANGE CHAMPIONS & ASSOCIATES

  • Networks and network connections
getting to the bottom of it

CHANGE CHAMPIONS & ASSOCIATES

Getting to the Bottom of It
  • Why won’t it work
    • Genuinely ill conceived?
      • Flawed logic/unnecessarily reactive
      • If X, then Y? or ???
    • History/culture/politics/threat
    • investment /resourcing
    • 2+2=5
  • How, when, where might resistance manifest
  • Risks to change effort
talking about resistance

CHANGE CHAMPIONS & ASSOCIATES

Talking About Resistance

Driving Forces = Growth/Improvement

Restraining Forces = Stagnation, Blocking, Controlling

Changing subject

Yes-butting

Blaming and complaining

Ought-to-tuding

Dooming and glooming

Mindreading

Redundancy

Disowning/depending on others/becoming detached

  • Answering questions
  • Building ideas
  • Proposing
  • Describing experience
  • Understanding about future
  • Exploring someone’s thoughts
  • Integrating information in new ways
  • Taking responsibility/owning the task
reframing resistance talk

CHANGE CHAMPIONS & ASSOCIATES

Reframing Resistance Talk

Situation

A reorganisation has resulted in a work group comprised of 2

operators and 2 group leaders each working in different

geographical locations. The operator in question is resentful

about being passed over for promotion and is working unco-

operatively.

Dilemma

As a group manager on a self managed team, I am in a bind

when my co-worker slows down his work. I have a choice of

either picking up the slack for him or not. If I don’t production

suffers. When I ask for more cooperation, he says its my

responsibility since I “earn the big bucks”

resistance talk methodology

CHANGE CHAMPIONS & ASSOCIATES

Resistance Talk Methodology

Identify Resistant Behaviour

(What they said, body language and what they were really thinking)

Define the bind

(What is the wall they face)

Describe the dilemma

(Reframe the bind to become a choice)

Feelings and losses

Find solutions to the system issues

talking about resistance role play exercise 4

CHANGE CHAMPIONS & ASSOCIATES

Talking About Resistance – Role PlayExercise 4
  • Step 1
    • P1 describes a change program
    • P2 responds
      • PLUS writes notes about what he/she was thinking but didn’t say
  • Step 2A
    • P2 imagines what he/she would say if telling P1 what they really think
talking about resistance role play exercise 3

CHANGE CHAMPIONS & ASSOCIATES

Talking About Resistance – Role PlayExercise 3
    • Then….yes…reveal
  • Step 3
    • Discuss the bind ie points of resistance
  • Step 4
    • Discuss the feelings and losses
  • Step 5
    • Co-develop a solution
root cause analysis from six sigma

CHANGE CHAMPIONS & ASSOCIATES

Root Cause Analysis (from Six Sigma)

"Every problem is an opportunity"

  • Kilchiro Toyoda,

founder of Toyota

slide48

CHANGE CHAMPIONS & ASSOCIATES

Why?
  • Technical
    • "We don't think this will work”
  • Historical Inertia
    • "We've always done things in a certain way, and it is hard for us to accept a new way because of the uncertainty that change introduces”
  • Political
    • "If we go forward with this change, then our group loses out and we don't want to sacrifice our resources or status, even if it's for the greater good”
  • Motivational
    • "This change makes me have to work harder without greater potential reward, so it's not in my/our self-interest to change"
build participation

CHANGE CHAMPIONS & ASSOCIATES

Build Participation
  • Note concerns
    • Listen, empathise, watch….think beyond the spoken words
    • ABC Model
  • Encourage suggestions & advice
    • How to do it better
    • Cognitive mapping
  • Generate “worry” and “idea” lists
    • Incorporate feedback into change via guiding coalition
    • Acknowledge the sources of idea
  • Research/Action Leaning (PDSA cycles)
build participation1

CHANGE CHAMPIONS & ASSOCIATES

Build Participation
  • Change the change
    • CO-CREATE VISION, CO-CONSTRUCT STRATEGY
    • Potential for a better outcome
  • Other tools
    • Collaboration, Communication, Creativity
      • Six Thinking Hats – separates ego and performance
building participation finn tschudi s abc model

CHANGE CHAMPIONS & ASSOCIATES

Building ParticipationFinn Tschudi's ABC-Model
  • A = current and desired state
  • B = disadvantages/negatives of the current state +the advantages/positives of the desired state
  • C = positives/advantages of current state + the disadvantages/negatives/losses associated with moving to the desired state

If B> or more powerful than C = struggle

history repeating

CHANGE CHAMPIONS & ASSOCIATES

History Repeating
  • Complete the past
  • Apologise publicly, privately, personally and sincerely
  • Deliver on promises
  • Cynics have seen it all before
    • Didn’t work last time
    • Promises didn’t materialise
    • Biased decision making
    • Questionable ethics
deliver on promises

CHANGE CHAMPIONS & ASSOCIATES

Deliver on Promises
  • Incentives
    • Raise
    • More benefits, better working conditions
    • Training, re-skilling, multi-skilling, cross-skilling
    • Promotion
    • Re-orientation of teams, more collaborative management
    • New uniform, parking space, free parking
    • Positive feedback
dealing with resistance 4

CHANGE CHAMPIONS & ASSOCIATES

Dealing with Resistance 4
  • Using a real or hypothetical example, develop a tailored strategy for dealing with resistance
  • Who is resistant? Why?
  • How will you discover the real concerns?
  • What are those concerns?
  • How can you address them?
accepting feedback

CHANGE CHAMPIONS & ASSOCIATES

Accepting Feedback
  • Choosing who responds
    • Manager, supervisor
    • Knowledge, skills, expertise
    • Credibility, respect, trust
    • Demonstrates commitment to change
  • Toolkits for managers
    • Tailored messages
    • Story telling skills
    • Clear deliverables
phases for managing employees

CHANGE CHAMPIONS & ASSOCIATES

Phases for Managing Employees
  • Awareness of the need to change
  • Desire to participate and support the change
  • Knowledge of how to change (and what the change looks like)
  • Ability to implement the change on a day-to-day basis
  • Reinforcement for sustainability
phases of change

CHANGE CHAMPIONS & ASSOCIATES

Phases of Change
  • Anticipation - Waiting stage

Not sure what to expect

…..so they wait

  • Confrontation

Realize that change is really going to happen or is happening

  • Realization

Nothing is ever going to be as it once was

  • Mourning the Past

Realize change intellectually, but now beginning to comprehend it emotionally

  • Acceptance Emotionally

May still have reservations, but not fighting

May see some of the benefits even if not completely convinced

  • Enlightenment

Completely accept the new change.

May wonder how they ever managed the "old" way

Feel good

Accept it as the status quo from here forward

managing individuals

CHANGE CHAMPIONS & ASSOCIATES

Managing Individuals
  • Honest, open communication
    • Stay on message
  • Individualised plans
    • Special case
      • How is one drop of water different to all the other millions and trillions of drops of water?
  • Open door
  • Seek assistance from HR
resistant resistors

CHANGE CHAMPIONS & ASSOCIATES

Resistant Resistors
  • Nudge
  • Manipulate
  • Cajole/humour
  • Carrot/stick
  • Open honest frank discussion
  • Distance/sideline/disenfranchise
  • Move on
  • …could it be you who is resisting?
resistant resistors their story

CHANGE CHAMPIONS & ASSOCIATES

Resistant Resistors – their story
  • Map out their footprint in the project
  • What did they contribute/achieve
  • What is the future direction
  • What is the next step
  • How would they like to be remembered
  • How will their contribution be remembered in the corporate history
old habits inhibit change

CHANGE CHAMPIONS & ASSOCIATES

Old Habits Inhibit Change
  • Management Comfort Zone
    • Dozens of inter-related habits
    • Not “hot wired” for change
  • Confront
  • Honest dialogue
  • Set specific performance

objectives

the big splash

CHANGE CHAMPIONS & ASSOCIATES

The Big Splash?
  • Or continuous improvement?
  • Demonstrate leadership resilience
    • Persevere
    • Laws of jungle – don’t fight human nature
    • Handle stress with dignity
  • Focus on maximising impact
  • Influence what you can
  • Let go of what you can’t control
personal mastery from peter senge 1990

CHANGE CHAMPIONS & ASSOCIATES

Personal Mastery (from Peter Senge 1990)
  • People change, not organisations
  • Organisations learn through their people
  • People learning ≠ organisational learning
  • Personal mastery
    • Journey not a destination, no arrival
    • Beyond competency, skills, spiritual awakening
    • Continual learning mode
      • Manage gap between vision & reality
take home messages

CHANGE CHAMPIONS & ASSOCIATES

Take Home Messages
  • Resistance to change normal, natural, healthy
  • People resist/support change for good reasons
  • Change your mindset to embrace resistance as useful feedback
  • Be flexible, anticipate feedback, incorporate it into change strategy from the outset
  • Communicate constantly
  • Plan for resistance at implementation, who, what, when, where, why
    • How might it manifest
    • What are the risks
    • Develop a proactive management strategy
  • Be strong