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Accepting and Embracing Resistance to CHANGE MOVING FORWARD.

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Presentation on theme: "Accepting and Embracing Resistance to CHANGE MOVING FORWARD."— Presentation transcript:

1 Accepting and Embracing Resistance to CHANGE MOVING FORWARD

2 Part 1 Resistance and Behaviour CHANGE CHAMPIONS & ASSOCIATES

3 RESISTANCE ?

4 Resistance Styles

5 Who’s In Your Zoo? Why is it important to know who is in your zoo? CHANGE CHAMPIONS & ASSOCIATES

6 Resistant Neutral Supportive The Attitude Bell Curve Let’s Move Them CHANGE CHAMPIONS & ASSOCIATES

7 Push the River or Flow With It 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 Something in it for them New challenge Makes sense Right thing to do Opportunity to input Respect the champion Believe time is right

8 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 CHANGE CHAMPIONS & ASSOCIATES

9 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 CHANGE CHAMPIONS & ASSOCIATES

10 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??

11 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 = CHANGE CHAMPIONS & ASSOCIATES

12 Part 2 Minimising Resistance – Program Development CHANGE CHAMPIONS & ASSOCIATES

13 Anticipate Resistance and Build Flexibility into Change Management Strategy

14 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  CHANGE CHAMPIONS & ASSOCIATES

15 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” CHANGE CHAMPIONS & ASSOCIATES True Sense of Urgency

16 Behave like its urgent every day – Alert – Attitude – Engage – Time – Tone No resting on laurels - Past reputation, successes Meeting treadmill CHANGE CHAMPIONS & ASSOCIATES

17 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 CHANGE CHAMPIONS & ASSOCIATES

18 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 CHANGE CHAMPIONS & ASSOCIATES

19 Imaginable Paint a picture of the future Desirable Appeal to long-term interest (employees, customers, shareholders) Feasible Realistic, attainable goals Focused Clear. Provide guidance for decision making Flexible Individual initiative, alternative responses with changing conditions Communicable Easy to explain (especially WIIFM?) Communicate Vision for Change

20 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 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 for Buy- In

21 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 , according to your preference. The project has been approved by The Human Research Ethics Committee of The University of (Blah Blah). For more information….

22 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

23 Empowering the Team Remove the obstacles – Structures – Skills New Existing – Systems – Supervisor

24 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 CHANGE CHAMPIONS & ASSOCIATES

25 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 CHANGE CHAMPIONS & ASSOCIATES

26 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 themtoward 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? CHANGE CHAMPIONS & ASSOCIATES

27 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 CHAMPIONS & ASSOCIATES

28 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 CHANGE CHAMPIONS & ASSOCIATES

29 Part 3 Incorporating Resistance CHANGE CHAMPIONS & ASSOCIATES

30 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 CHANGE CHAMPIONS & ASSOCIATES

31 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 CHANGE CHAMPIONS & ASSOCIATES

32 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 CHANGE CHAMPIONS & ASSOCIATES

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35 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? CHANGE CHAMPIONS & ASSOCIATES

36 Identifying Resistance WHAT WHO WHY HOW WHEN WHERE CHANGE CHAMPIONS & ASSOCIATES

37 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 CHANGE CHAMPIONS & ASSOCIATES

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39 Key Stakeholders

40 Networks and network connections CHANGE CHAMPIONS & ASSOCIATES

41 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 CHANGE CHAMPIONS & ASSOCIATES

42 Talking About Resistance Driving Forces = Growth/Improvement Answering questions Building ideas Proposing Describing experience Understanding about future Exploring someone’s thoughts Integrating information in new ways Taking responsibility/owning the task 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 CHANGE CHAMPIONS & ASSOCIATES

43 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” CHANGE CHAMPIONS & ASSOCIATES

44 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 CHANGE CHAMPIONS & ASSOCIATES

45 Talking About Resistance – Role Play Exercise 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 CHANGE CHAMPIONS & ASSOCIATES

46 Talking About Resistance – Role Play Exercise 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 CHANGE CHAMPIONS & ASSOCIATES

47 Root Cause Analysis (from Six Sigma) "Every problem is an opportunity" -Kilchiro Toyoda, founder of Toyota CHANGE CHAMPIONS & ASSOCIATES

48 Why? A.Technical – "We don't think this will work” B.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” C.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” D.Motivational – "This change makes me have to work harder without greater potential reward, so it's not in my/our self-interest to change" CHANGE CHAMPIONS & ASSOCIATES

49 Part 4 Embracing and Working with Feedback CHANGE CHAMPIONS & ASSOCIATES

50 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) CHANGE CHAMPIONS & ASSOCIATES

51 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 CHANGE CHAMPIONS & ASSOCIATES

52 Building Participation Finn 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 CHANGE CHAMPIONS & ASSOCIATES

53 Cognitive Mapping Way Finding Behaviour CHANGE CHAMPIONS & ASSOCIATES

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

55 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 CHANGE CHAMPIONS & ASSOCIATES

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

57 Part 5 Resilience Messages for Managers CHANGE CHAMPIONS & ASSOCIATES

58 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 CHANGE CHAMPIONS & ASSOCIATES

59 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 CHANGE CHAMPIONS & ASSOCIATES

60 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 CHANGE CHAMPIONS & ASSOCIATES

61 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 CHANGE CHAMPIONS & ASSOCIATES

62 Resistant Resistors Nudge Manipulate Cajole/humour Carrot/stick Open honest frank discussion Distance/sideline/disenfranchise Move on …could it be you who is resisting? CHANGE CHAMPIONS & ASSOCIATES

63 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 CHANGE CHAMPIONS & ASSOCIATES

64 Old Habits Inhibit Change Management Comfort Zone – Dozens of inter-related habits – Not “hot wired” for change Confront Honest dialogue Set specific performance objectives CHANGE CHAMPIONS & ASSOCIATES

65 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 CHANGE CHAMPIONS & ASSOCIATES

66 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 CHANGE CHAMPIONS & ASSOCIATES

67 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 CHANGE CHAMPIONS & ASSOCIATES

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