1. The Change Curve

2. Reaction to Change - prepare yourself for different reactions
Self Awareness
Use your knowledge of your people
How have you/they reacted to difficult situations in the past?
How do you think you/they will react this time?
Be prepared for different reactions

3. Reactions to change High Low Passive Active Support Reaction to Change
Co-Operator
“Change is inevitable”
Behaviour
Puts up with it but does not get involved
May be in favour but distracted by other commitments
Tactics
Give them a role
Don’t take their support for granted
Recognise and reward them
Don’t disappoint them
Ask open questions
Lots of interaction
Ask opinions and use their expertise
Champion
“How can I spread the word?”
Behaviour
Enthusiastic support
Does the job for you
Enthuses others
Can-do approach
High energy
Tactic
Keep them inspired
Use them to win over resisters
Don’t disappoint them
Give them time to reflect
Engage them and their plans
Fence-sitter
“Wait and see”
Behaviour
May be indifferent or waiting to be convinced
Easily swayed
Not bothered
Tactic
Take time to understand why they are undecided
Describe the benefits of the change for them
Show them clear targets and a ‘road map’
Find ways for them to get involved/participate actively
Buddy them with a champion
Get them to understand the consequences of inaction
Support
Cynic
“Not again”
Behaviour
May be a natural cynic
May be waiting for a role
May have seen it all before
Often has an ally
Can be cynical due to past bad experience
Tactic
Take time to understand why they are cynical
Engage them and tackle their objections
Show them change is working
Invite them to participate
Get them involved in things they care about
Find ways to engage and inspire
Make clear what will be different this time
Saboteur
“Not while I’m around”
Behaviour
May sabotage passively (not making decisions, slowing down plans or actively (striking)
Can be overt or covert
Tactic
Show you understand their perspective but you think differently
Try to resolve their concerns
Persuade that change is in their interests
Isolate ‘hardliners’ if they block progress
Use 1:1 coaching
Use champions to win them over
Low
Passive
Active
Reaction to Change

4. Resistance is not a function of liking or understanding the change
Resistance is not a function of liking or understanding the change. It is a function of disruption
It does not matter whether the change is perceived as positive or negative, resistance to change is inevitable
The reaction pattern to a Negative Change is caused more by the loss of control than the content of the change
Resistance is an inevitable process that must be managed
5 key steps to follows to Manage Resistance to Change:
1. WHAT is causing resistance and WHY?
2. Say what you see (I noticed that...)
3. Hypothetically remove the barrier (What if that were not true?)
4. Understand the base(s) of their resistance (Can’t / won’t? Fear? Logic?...) 5. What Next?..... How can we work together to make this happen? What actions will you take?

5. Recognise how you can support yourself/people through change
Identify some short term wins – nothing motivates like success!
Encourage risk taking, new ideas, activities and actions.
Involving people along the way helps them to understand what’s in it for them.
Remember that there are lots of examples from history of many failures before a great success, so encouragement from you could lead to more benefits than you ever expected.
Recognise and reward people who made the wins possible.
Differentiate between those who are championing the change and those who aren’t.
And those who are not either are likely to follow those with the loudest voices…..

6. Thank you for listening