RESISTANCE TO CHANGE RECONSIDERED

Change is a permanent feature of organizations; resistance is an expected part of the journey. Due to neuroscience research, we understand that change often triggers a threat response in the brain. Change means uncertainty, which is an uncomfortable state for many. Reasons for resistance vary, and may include:

• Loss of status from the change
• Job insecurity
• Misaligned reward systems
• Fear of failure
• Lack of trust in leadership

When effective change management is not implemented early and consistently throughout a major change, whether focused on new technology, business models, regulations, merger, and acquisitions, or other drivers, without thoughtful attention to the people side of change, resistance inevitably will grow and harden, leading to unnecessary confusion, delays in adoption and lost productivity.

While change management is sometimes couched as being all about “winning hearts and minds,” the truth is more nuanced: change comes with a cost -- and is not necessarily positive for all stakeholders. Automation, restructurings, force reductions, and other changes were undertaken to improve competitiveness and productivity do have a human cost; telling the truth and treating people with respect will foster greater trust.

Change resistance should be welcomed as an important source of data about how the plan is progressing. In addition, resistance can be a rational response. By understanding what and why resistance is present, change leaders can uncover important insights about potential risks and identify improvement opportunities that otherwise might not be considered.

The best way to reduce resistance is to plan for it, monitor it, and take appropriate steps to address it throughout the change process. While resistance is often hidden and can take multiple forms, some common symptoms include:

• Reduced engagement
• Missed deadlines
• Declining productivity
• Avoidance of new ways of working
• Lack of participation in meetings

Wherever it appears on a continuum of behaviors and signals, resistance is not “one and done,” because change evolves and affects stakeholders in emerging ways.

Here are 8 ways that resistance to change can be addressed effectively.

• View the obstacle as the path. As Marcus Aurelius described 2,000 years ago, “The impediment to action advances action. What stands in the way becomes the way." A simple mind shift can enable a new way of looking at problems and unlock alternative options.
• View resistance as an ongoing indicator of the health of the transformation. Stakeholders have rational reasons for beliefs and behaviors. By staying close to resistance information, potential risk factors and improvement opportunities that might otherwise be overlooked can be uncovered and addressed.
• Uncover root causes. Three common causes for resistance relate to understanding, motivation, or ability (Figure 1). However, resistance is often complex: sometimes it will be caused by a lack of trust from a leader who is leading the change, or a history of past failed change initiatives leading to apathy or cynicism. It is essential to understand the root cause(s) so that appropriate actions may be undertaken. Without a clear-eyed analysis and corresponding corrective actions, time and money will be invested with little or no return.
• Assess the resonance of the “why” for change. It is axiomatic that to get people to change, a compelling reason must be articulated. A clear “why” statement should be the North Star for the change initiative, clarifying what the end result should look like, why current state changes are needed, along with the benefits of change and consequences of inaction. Change is simply too difficult to ask employees to contribute to if this basic understanding is not widely shared and understood. If the “why” statement is not resonating, does not have credibility or is not addressing stakeholders’ pressing concerns, re-visit this and update as needed, testing along the way.
• Track and revisit resistance. Baseline and follow-up surveys, along with well-timed pulse surveys, facilitate the collection of information about where resistance is occurring. Often follow-up will be needed to any quantitative data collection, such as a focus group or confidential interviews, to understand the reasons for the resistance. Include a feedback loop so that actions can be calibrated along the way.
• Address resistance in the right venue. Solutions to resistance will not be “one size fits all:” sometimes additional communication is needed, which may be best delivered in small group forums that allow for a feedback loop, open-ended questions, and listening to concerns. Interactive forums not only serve to uncover sources of resistance; they can also be an excellent way to mine the best ideas from stakeholders closest to the work, who can identify potential improvement opportunities. Recognize that people in transition have multiple needs including clarity; opportunities to be included in the planning; skills development to execute against new requirements, and appropriate incentives to behave in new ways.
• Deploy influencers who can reduce resistance. Designating change agents who have the respect of peers provides a dual benefit: they can serve as the “eyes and ears” for how to change adoption is progressing and due to their credibility, can be role models for the change.
• Use polarity management as an avenue to address resistance. This approach promotes a balanced approach to change management so that flexible, agile interventions can be deployed as needed. (Figure 2).

Although resistance to change may appear as an obstacle to progress, reconsider how this may be seen as a source of data and a trigger to adjust and calibrate change management plans