| Resistance to change is a very natural and | | | | be sensitive to the emotional dimension and the |
| healthy reaction! As a generalisation, the older you | | | | need to recognise and help people through the |
| get the more likely you are to resist change - | | | | transitions they will pass through as they adjust |
| you've seen it all before, you know what works | | | | to the organisational change that is impacting |
| and what doesn't, so why change it now? | | | | them. |
| Sources of resistance to change | | | | A change leadership and management that will |
| The 2 fundamental sources of resistance are fear | | | | recognise the importance of the cultural dimension |
| and aspiration. | | | | and will undertake a thorough cultural analysis as a |
| Resistance to change in an organisational context | | | | foundational and integral aspect of the change |
| often makes sense, and a healthy fear of change | | | | planning and preparation process |
| is a necessary and integral protective aspect of | | | | A change leadership that understands the major |
| our survival mechanism. Very often we are right | | | | change models - the concepts, and the thinking, |
| to be fearful of the potential consequences of a | | | | behind them. The leadership team recognise the |
| change and especially of an imposed change - and | | | | need for a holistic comprehensive change |
| as it really may be detrimental to our best | | | | framework that will bridge the massive gap |
| interests and survival in our current environment. | | | | between their strategic vision and the ultimate |
| Uncertainty about the impact of the change and | | | | realisation of the intended organisational benefits. |
| the extent and nature of that impact is another | | | | They are aware of the critical disconnects that |
| big factor in resistance to change. This is what I | | | | occur between management and employees of |
| call "aspirational resistance" in other words: "What's | | | | the organisation, they know where are they are |
| in it for me" and: "Is it good for me or bad for | | | | and how they arise. |
| me?" Until we are clear about the answers to | | | | They make full use of the "shadow organisation" |
| these questions we will resist change. | | | | the web of informal networks and will plan and |
| So, to a very large extent, resistance to change | | | | implement the different phases of the change |
| is the default setting for adult behaviour, and | | | | initiative with forethought and skilful preparation |
| frequently the level of resistance increases in | | | | and planning. |
| direct proportion to life and work experience, for | | | | A change leadership and management that will |
| the very simple reason that: "We have seen it all | | | | also fully understand the need to manage the |
| before!" | | | | task level aspects of programme implementation. |
| Causes of resistance to change | | | | They won't make the common mistake of |
| In my experience, in an organisational context, the | | | | assuming that because they have told people |
| biggest causes of resistance to change are the | | | | what they want to happen that it will happen. |
| behaviour and attitudes of the leaders introducing | | | | They know that they need to provide hands-on |
| the change and the managers seeking to | | | | detailed management in the specifics of what to |
| implement it. | | | | do and how to do it. |
| The specific reason for this lies with their failure | | | | Ultimately they will know that to a considerable |
| to take comprehensive account (often the failure | | | | extent there are many complex and inter-related |
| to take any account) of the impacts of the | | | | aspects to a truly successful change initiative, and |
| change. This includes paying special attention to | | | | thus dealing with resistance to change is rather |
| the assessment and mitigation of these impacts | | | | like handling a Rubik's cube. |
| upon those people who will be most impacted by | | | | So, to personalise this, if you have planned |
| the change. | | | | thoroughly and addressed all of the key areas in |
| The best leadership and change management | | | | successfully leading and managing change, you will |
| approach to dealing with resistance to change | | | | have removed many totally unnecessary and |
| The best strategy for dealing with resistance is | | | | predictable causes and sources of resistance. You |
| not to have to! | | | | will also now understand where and why |
| A change leadership that is self-aware and | | | | resistance remains. |
| exercises high levels of emotional intelligence will | | | | |