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PAMELA WATERS, MEd, CAC, CPPDirector, Southern Coast ATTC
ATTC Network Meeting Los AngelesNovember 2, 2010
Reframing ResistanceReframing Resistance
1
key concepts of change management
“all change is personal”
resistance is identifiable across several dimensions
specific strategies to move resistance into support and action
change as an opportunity for improving leadership skills and innovation
2
Resistance
•Resistance is the opposition to flow or movement.
Resistance protects people from harm
•Resisting change helps to preserve balance in our lives by relegating habitual responses to the unconscious.
3
BUT, we talk about “Resistors” as a label
Signs of Resistance
Confusion
Immediate Criticism
Denial
Easy Agreement/Does not fully Understand What the Change Means
Silence
Malicious Compliance
Sabotage
Deflection
In-Your-Face Criticism
7
Resistance
Resistance is in the eye of the beholder
Resistance can be reframed as CAUTIONCAUTION from the vantage point of the person resisting
Resistance to change is often a reaction to the way a change is being led
8
9–10
Change is an Change is an eventevent
Change is an Change is an eventevent
Transition is a Transition is a psychological psychological
processprocess
Transition is a Transition is a psychological psychological
processprocess
Changes/Transitions
Organizations often Organizations often develop elaborate develop elaborate
change strategies for change strategies for things they want to things they want to
changechange
Organizations often Organizations often pay inadequate pay inadequate
attention to attention to implementation implementation
strategies that help strategies that help people through the people through the
process of adjustmentprocess of adjustment
10
9–11
Leading Change
What do employees want from leaders in times of change?
Employees want four P’s:Employees want four P’s:
PurposePurposeWhy are we Why are we changing?changing?
PicturePictureWhat will the What will the
change look like?change look like?
PlanPlanHow are we going How are we going
to do this?to do this?
PartPartWhat is my role in What is my role in this? What will it this? What will it
mean for me?mean for me?
11
9–12
TransitionsWilliam Bridges
EndingEndingEndingEnding BeginningBeginningBeginningBeginningNeutralNeutralZoneZone
NeutralNeutralZoneZone
12
Michael Diamond, PhD
Lack of attention to change as a human change as a human process = process = failure of change initiatives
People want to learn and be competent but desire feeling psychologically secure & anxiety-free
Change at work is a combination of emotional emotional loss loss and cognitive reframingcognitive reframing
Strategies - cognitive mapping in a safe transitional space and attention to grief processes to resolve feelings of loss
The Unconscious Life of Organizations: Interpreting Organizational Identity (1993). M. Diamond, Quorum Books of the Greenwood Publishing Group
13
Kotter - Leading Change – 8 Steps
SET THE STAGESET THE STAGE
1. Establish a Sense of UrgencyEstablish a Sense of Urgency Help others see the need for change and the
importance of acting immediately.
2.Create the Guiding TeamCreate the Guiding Team Make sure there is a powerful group guiding the
change—one with leadership skills, bias for action, credibility, communications ability, authority, analytical skills
Taken from “Leading Change,” by John P. Kotter, Harvard Business School Press, 1996.
14
Kotter - Leading Change – 8 Steps
DECIDE WHAT TO DODECIDE WHAT TO DO
3. Develop a Vision and StrategyDevelop a Vision and Strategy Clarify how the future will be different from the
past, and how you can make that future a reality.
MAKE IT HAPPENMAKE IT HAPPEN
4. Communicate the Change VisionCommunicate the Change Vision Make sure as many others as possible
understand and accept the vision and the strategy.
15
Kotter - Leading Change – 8 Steps
MAKE IT HAPPEN (continued)MAKE IT HAPPEN (continued)
5. Empower Broad-Based ActionEmpower Broad-Based Action Remove as many barriers as possible so that those who
want to make the vision a reality can do so.
6. Produce Short-Term WinsProduce Short-Term Wins Create some visible, unambiguous successes as soon as
possible.
7. Don’t Let UpDon’t Let Up Press harder and faster after the first successes. Be
relentless with instituting change after change until the vision becomes a reality.
16
Kotter - Leading Change – 8 Steps
MAKE IT STICKMAKE IT STICK
8. Create a New CultureCreate a New Culture Creating better performance Articulating the connection between new behaviors
and success
17
Our Iceberg is Melting (2006). John Kotter
“IT IS NOT NECESSARY TO CHANGE. SURVIVAL IS NOT MANDATORY.”
~W. EDWARDS DEMING
"CHANGE IS HARD BECAUSE PEOPLE OVERESTIMATE THE VALUE OF WHAT THEY HAVE—AND UNDERESTIMATE THE VALUE OF WHAT THEY
MAY GAIN BY GIVING THAT UP.“
~ JAMES BELASCO AND RALPH STAYER
Reframing ResistanceReframing Resistance
18
The Value of Resistance
Using the force of resistance can increase success and speed up the rate of the change
Showing respect for those who resist builds stronger relationships and build a solid base for the future
Working with resistance increases the likelihood that a win-win solution can be achieved
If we understand resistance, we also understand the other side of that coin - support for changesupport for change
Beyond the Wall of Resistance (2005). Rick Maurer
19
resolving ambiguity
importance…relevance…confidence
Stages of ChangeProchaska and DiClemente (1982)
Involves incremental movement
Fluid movement between and among stages
20
Level 1 Resistance
involves information:
facts, figures, ideas and rational arguments
They Don't Get ItThey Don't Get ItLack of information
Disagreement with data or conclusions
Lack of exposure to critical information
Confusion over what it means
Agreement at this Level Agreement at this Level People understand the idea and
its implications; agree with leadership about its importance
22From Why Don’t You Want What I Want? (2002). Rick Maurer
Level 2 Resistance
involves:
an emotional reaction to the change
fear
faulty or stifled communication
They Don't Like ItThey Don't Like ItAfraid of failing (confidence) or
losing face, status, control - maybe even jobs
Feel survival is at stake leading to fight or flight reactions
Negative emotional reactions can fester
Agreement at this Level Agreement at this Level People are excited about the idea;
see potential benefit; open for discussion; not sabotaging the effort
23
Level 3Resistance
involves:
lack of trust in person implementing the change
lack of trust of overall management
deep entrenchment in beliefs, experiences and biases
They Don't Like YouThey Don't Like YouDon't have confidence in person
leading the change initiativeTheir history with you or the
organization makes them waryPolarization can occur due to
cultural or value differencesTakes a lot of work to change this
level
Agreement at this Level Agreement at this Level People like and respect the leader;
is inclined to respect the organization; is likely to take ideas seriously even if there is disagreement
24
Strategies for Level 1 Resistance
Make sure people know why a change is needed. Explain why before how.
Present the change using language they understand.
Find multiple ways to make your case. People take in information in different ways. Some like to hear things. Others like to see things.
25From Why Don’t You Want What I Want? (2002). Rick Maurer
Strategies for Level 2 Resistance
Increase the excitement about what's positive about the change.
Listen with an open mind and try to understand how they feel and why they feel that way. Find common ground.
Let people engage with the information and give their opinions.
Stay calm, centered, focused and relaxed.
Remove as much of the fear as you can. Help people to see the personal points of power/control within the change process.
26
Strategies for Level 3 Resistance
Continually work on building relationships.
Begin working on issues where all sides see a benefit
Don’t get defensive and blow it
Get people deeply involved in changes that affect them
Be prepared for setbacks.
Be prepared to walk away. 27
28
Principles of EngagementPrinciples of Engagement
From Why Don’t You Want What I Want? (2002). Rick Maurer
Take Away Messages
Change is best when a rational commitment moves to an emotional commitment
Change is a process…significant change within organizations requires a logically sequenced strategy
3 Levels of Resistance
Specific strategies to turn resistance to support
6 overarching Principles of Engagement
All change is personal
Additional Resources
Online Toolbooks, Blogs or Wikis: Change Management Toolbook/Change Management
Community http://www.change-management-toolbook.com/
Change Management Open Source Project (facilitated by Rick Maurer) http://introtochangewithoutmigraines.ning.com/
Books Making Sense of Change Management: A Complete Guide to
the Models, Tools & Techniques of Organizational Change (2004). Esther Cameron and Mike Green
Making Change Stick: Twelve Principles for Transforming Organizations (2005). Richard C. Reale