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May 26, 2016
Utility Change Management: Resistance Management
Web conference
Shawn Silzer
Senior Manager, Consulting Solutions, E Source
Resistance Management
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Scott McAllister, VP of Growth
“© Prosci Inc. All rights reserved”
Understanding the Nature of Resistance
• Do not underestimate the power of “comfort” with how things are today
• The natural and physiological reaction to change is resistance
It is okay to talk about resistance!
2007 © Prosci and Bill Cigliano
3 “© Prosci Inc. All rights reserved”
Resistance Comes at a Price
• Resistance identified as a top obstacle to change in all of Prosci’s best practices benchmarking studies
• Costs of resistance – Project delays – Outcomes or objectives
not achieved – Project abandoned – Productivity declines – Absenteeism – Loss of valued employees – Extra risk – Extra costs – Inefficiencies
Resistances has costs (is not free)
4 “© Prosci Inc. All rights reserved”
1st communication or1st rumor
Incr
easi
ng re
sist
ance
Dec
reas
ing
prod
uctiv
ity
Time
Worry / uncertainty
Comfort / security
Risk / flight
Prosci® Flight Risk Model
Turnover of valued employees Tangible customer impact Active resistance Opt out of the change
Productivity loss Employee dissatisfaction Passive resistance
With change, you can expect a decline in productivity and an increase in resistance
Depth Duration
5 “© Prosci Inc. All rights reserved”
Resistance and States of Change
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Current Transition Future
“I know how things are done today”
“I’ve been successful”
“I’ve spent a lot of time learning what we do”
“Things might get worse before they get better”
“We may shift direction before we are
even done”
“I don’t have the time to learn something new”
“I don’t know how things will look when we get
done”
“I’m not sure if I’ll be successful after the change”
“The unknown is scary”
“The change, as it is designed, will not deliver the outcomes or objectives”
“© Prosci Inc. All rights reserved”
Personal context – An employee’s personal and
family situation
– An employee’s professional career history and plans
– The degree that this change will affect them personally
Organizational context – History with change
• Successes, failures • Flavor of the month
– An organization’s values and culture
– Change saturation and change capacity
Resistance Does Not Occur in a Vacuum
7 “© Prosci Inc. All rights reserved”
Audience Poll
Who are the most resistant groups inside your organization? A) Executives and directors B) Senior-level managers C) Mid-level managers D) Front-line employees E) Other
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POLL
“© Prosci Inc. All rights reserved”
Most Resistant Groups
9 “© Prosci Inc. All rights reserved”
Reasons Why Employees Resist Change
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1 Lack of awareness for why change is needed
2 Disagreement with the specific change
3 Overload due to change saturation
4 Fear of job loss and uncertainty
5 Lack of leadership support
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10 Methods to Address Resistance
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1 Listen and understand objections 2 Focus on the what and let go of the how 3 Remove barriers 4 Provide simple, clear choices and consequences 5 Create hope 6 Show benefits in a real, tangible way 7 Make a personal appeal 8 Convert the strongest dissenters 9 Create a sacrifice
10 Use money or power
“© Prosci Inc. All rights reserved”
Ineffective Methods for Resistance Management
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1 Ignoring that it exists
2 Broadcasting one-way communications
3 Using threats, fear, or coercion
4 Dictating, mandating, or forcing change
“© Prosci Inc. All rights reserved”
Define your changemanagement strategy
Prepare your changemanagement team
Develop yoursponsorship model
Phase 1 - Preparing for changePhase 1 - Preparing for change
Develop changemanagement plans
Take action andimplement plans
Phase 2 - Managing changePhase 2 - Managing change
Collect and analyzefeedback
Diagnose gaps and manageresistance
Implement corrective actionsand celebrate successes
Phase 3 - Reinforcing change™Phase 3 - Reinforcing change™
Resistance in Prosci’s Approach In Phase 1 – Preparing for change
Identify anticipated points of resistance and special tactics based on readiness assessments
In Phase 2 – Managing change
“Resistance management plan” is one of the five plans created as a deliverable
In Phase 3 – Reinforcing change
Collect feedback, audit compliance, diagnose and address gaps, look for pockets of resistance
13 “© Prosci Inc. All rights reserved”
Resistance in Prosci’s Approach One of the seven special tactics
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Senders and receivers
Authority for change
Value systems The right answer is
not enough
Resistance and comfort
Change is a process
Incremental vs. radical change
“© Prosci Inc. All rights reserved”
Resistance in Prosci’s Approach
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A D K A R
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A D K A R
ADKAR® describes the building blocks of
successful change.
A missing “block” can result in resistance to change.
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A D K A R
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Anticipating and Avoiding Resistance
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3 Modes to Managing Resistance
“© Prosci Inc. All rights reserved”
3 Modes to Managing Resistance
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Resistance prevention
Make a compelling case for “why” Ensure active and visible sponsorship Provide opportunities for involvement
Proactive resistance management
Where is resistance likely to come from? What is resistance likely to look like? What are the likely sources of resistance? What can we do to address this in advance?
Reactive resistance management
Diagnose the root cause Address the root cause Enable the appropriate resistance managers
“© Prosci Inc. All rights reserved”
© 2016 Portland General Electric. All rights reserved.
Resistance Management
• Change Leadership Capability • Change Agent Network • Change Practitioners
Objectives
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• Change Roles for Leaders • Accountability for Performance
Management
Change Leadership Capability
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Change Roles for Leaders: Resistance Manager
Resistance Manager
Identify and manage resistance
Create opportunities for employees to share questions and concerns Identify root causes for others' resistance to change Complete an initial resistance management plan Update a resistance management plan as needed Respond appropriately to employees' questions and concerns Use data to identify resistance to the change effort
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Rating Scale for Performance Management
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• Change Agent Role for Resistance Management • Alignment with Project and ADKAR Phases
Change Agent Role
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Change Agent Role: Liaison
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Liaison Role by Project and ADKAR Phase
Project Phases Liaison
Plan (Awareness/ Desire)
• Work with supervisor and project team to understand impacts to your team • Work with supervisor to identify barriers to changes for your team • Seek information to address potential barriers to the change efforts for your team • Partner with other change agents and the project team to solve cross-department change
issues
Design (Desire/
Knowledge)
• Seek information to address potential barriers to process changes • Provide regular updates about the change efforts and potential barriers to both your
teammates and the project team • Partner with others to solve problems related to process changes • Review communication and training materials to ensure relevance and accuracy
Go-Live (Knowledge/
Ability)
• Gather feedback on training from teammates • Work to identify possible ability gaps with change team and project team • Work with teammates, change team and project team to fill any ability gaps
Stabilization (Ability/
Reinforcement)
• Work with your team to understand any persistent issues or defects • Attend regular stabilization meetings and participate in solution sessions • Share resolution timelines with my team • Help identify workarounds • Project an attitude of resilience and flexibility
Sustainment (Reinforcement)
• Assume new role requirements that result from change efforts • Reinforce continuous improvement of processes after projects complete
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• Stakeholder Analysis • Day 2 Support Plan
Change Practitioners
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Stakeholder Analysis: Identifying and managing resistance
Practitioner Deliverables Resistance by individual stakeholder is identified under Risks/Concerns. Resistance management is included in the Engagement Strategy.
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Day 2 Support Plan: managing resistance after the project is completed (Reinforcement)
Practitioner Deliverables
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Questions?
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Connect with me on LinkedIn
https://www.linkedin.com/in/mary-le-83522b7 Send an email to:
Contact Information
Shawn Silzer Senior Manager, Consulting Solutions, E Source 303-345-9121 [email protected]
For More Information
CONTACT US
1-800-ESOURCE (1-800-376-8723) [email protected]
www.esource.com
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