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Working with Resistant People
You have been asked to lead a change initiative.
It could be a small matter of selecting a theme for the next company
picnic, to spear heading an acquisition or assuming the role of
head teacher. Change triggers fear reactions. Understanding the
fears will help you to find communication strategies to reduce the
amount of resistance.
Kotter and Schlesinger in 1979 wrote about a model
for change. Their Six Change Approaches has been widely quoted and
debated but the simplicity of it still rings true today. According
to Kotter and Schlesinger (1979) the four reasons that certain people
resist change are:
- Parochial self-interest: concerned
with the implications of the change on them
- Misunderstanding:
communication problems and inadequate information
- Low tolerance to change:
value stability and security
- Different assessments of the situation:
disagree on rationale for the change, fail to see the advantages
Cause: Parochial
Self-interest
This type of resister values acceptance.
Change for them triggers a fear of failure or a fear of rejection.
This person worries that the change may uncover their lack of skill
or knowledge and cause them to be rejected as incompetent. They
may be worried they will lose their job especially if there have
been other indicators that this is a possibility. They may also
feel slighted that they were not chosen to be the leader if they
value power. They are consumed by their needs and can not whole
heartedly see the change as a positive step for the company or organization.
This type of resistance can also occur when someone is promoted
to the leadership role and then resists the complaints or feedback
from their subordinates.
Solution:
Reassurance and training
The solution to this type of resistance is
reassurance and training. Reassure them that there will not be lay
offs or reassignments if this truly is the case. Offer training
programs to everyone concerned. Do not single them out as needing
training. Offer additional optional training that can be completed
discretely and/or create an online library with reference materials
that they can refer to as needed. If you feel that they are disappointed
that they are not the leader, see if there is an opportunity for
them to lead a sub-committee. If your leader is resisting your suggestions,
understand that they are fearful that their incompetence and insecurities
may be uncovered. Reassure them on the things they do well and pick
your challenges carefully.
Cause: Misunderstanding
Sometimes the cause of resistance is a simple
matter of lack of communication. Little or no communication sets
off the fear of the unknown and can make people feel out of control.
If they are left with many questions and no answers, this can lead
to panic and anxiety which can lead to revolt and insider back talking.
Solution: Communicate
now and continuously
Immediately send out a communication including
the answers to frequent questions. Start a FAQ section on your intranet,
newsletter or other form of communication. Hold meetings to discuss
the changes, the timelines and what is needed from the participants.
This last point needs to be emphasized. The participants need to
feel that they are part of the process. Assigning them tasks empowers
them and helps them to regain control of their destiny and promotes
buy in.
Cause: Low Tolerance
to Change
Some people thrive in a fast paced, constantly
evolving environments. They can make decisions quickly and get excited
at the possibility of improvements. Others like things to stay the
same. They value consistency, stability, independence, order, tranquility
and slow, careful decision making. When they commit, they commit
for the long haul because it has taken them a great deal of time
and energy to commit in the first place.
Solution: Empathy
and respect
Empathize with them that change is difficult.
Understand their need for independence and offer solutions that
will allow them to adapt to the change as slowly as possible and
by their initiative. Give them options. Host optional meetings and
post information or training resources that they can access when
they feel comfortable to do so. Keep them well informed of the changes
but don’t overwhelm them with information. Baby steps are
what they need to take so create a timeline that reflects the baby
steps. As most change initiatives have to happen quickly, this type
of resistance can cause a lot of frustration. Determine the value
of having this person or people on board. They may be a better fit
if transferred to a different department or group that is not impacted
with the change immediately. This will allow them time to adjust
and then adapt to the changes once they see the benefits in action.
Cause: Different
Assessments of the Situation
This type of resistance occurs when someone
feels that there are better solutions and disputes the reasons behind
the decision to make the change. They may have come up with what
they think is a better solution and may have a better understanding
of the frontline of the operations. This type of resistance happens
frequently when a decision is made at head office and the operations
personnel are not consulted.
Solution: Give
them a voice and get them on the crusade
What is your cause? Not your mission, goal
or vision...what is your cause? In a terrific book about change
management and being quick to move in the marketplace,
It’s not the BIG that eat the SMALL …it’s the
FAST that eat the SLOW: How to use Speed
as a Competitive Tool in Business
by Jason Jennings and Laurence Haughton (HarperCollins, 2000), they
stress that it is important to define your cause to launch a crusade.
A cause is big. It is transformational. It creates passion, energy
and drive. If you can not find a big reason for why you are leading
this change initiative – one that people can get behind –
it will be a tough sell. For example:
"AOL’s cause is: ‘To build a
global medium as central to people’s lives as the telephone
or television, only more useful.’”
Spend some time thinking about what this
change will mean in the big picture and sell it to resisters as
a way to make a real impact towards the cause. Give them the opportunity
to voice their concerns and really listen to them. Try to utilize
at least some of the feedback and show flexibility in your planning.
They may understand the frontline better than you do. Respect that
fact and appreciate their input. You may learn a great deal and
prevent disasters later when the changes are simply not practical
to implement.
For most, change is difficult. It triggers
fears which can lead to reactions that cause tension and bad feelings.
To keep harmony as the leader, it will be crucial for you to identify
the various needs of your team through the transition period. No
one said it would be easy, but if you handle this initiative well,
you will be seen as value add and progressive. In this world of
constant change, it is a skill well worth honing.
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Do you have questions or comments regarding this article?
Email Joni Rose at
joni@careerminded.ca
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