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Reframing Resistance

Reframing Resistance. PAMELA WATERS, MEd, CAC, CPP Director, Southern Coast ATTC ATTC Network Meeting  Los Angeles November 2, 2010. key concepts of change management “all change is personal” resistance is identifiable across several dimensions

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Reframing Resistance

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  1. Reframing Resistance PAMELA WATERS, MEd, CAC, CPP Director, Southern Coast ATTC ATTC Network Meeting  Los Angeles November 2, 2010

  2. 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

  3. 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. BUT, we talk about “Resistors” as a label

  4. Resistance to New Innovations

  5. Dis Discomfort Zone Comfort Zone anxiety neutral condition Stress Response

  6. CHANGE ACTIVITY

  7. 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

  8. Resistance Resistance is in the eye of the beholder Resistance can be reframed as CAUTION from the vantage point of the person resisting Resistance to change is often a reaction to the way a change is being led

  9. A Little Theory

  10. Changes/Transitions Change is an event Transition is a psychological process Organizations often develop elaborate change strategies for things they want to change Organizations often pay inadequate attention to implementation strategies that help people through the process of adjustment 9–10

  11. Leading Change What do employees want from leaders in times of change? Employees want four P’s: Purpose Why are we changing? Picture What will the change look like? 9–11 Plan How are we going to do this? Part What is my role in this? What will it mean for me?

  12. TransitionsWilliam Bridges NeutralZone Ending Beginning 9–12

  13. Michael Diamond, PhD Lack of attention to change as a human 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 loss and cognitive reframing Strategies - cognitive mapping in a safe transitional spaceand 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

  14. Kotter - Leading Change – 8 Steps SET THE STAGE 1. Establish a Sense of Urgency Help others see the need for change and the importance of acting immediately. 2.Create 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.

  15. Kotter - Leading Change – 8 Steps DECIDE WHAT TO DO 3. Develop 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 HAPPEN 4. Communicate the Change Vision Make sure as many others as possible understand and accept the vision and the strategy.

  16. Kotter - Leading Change – 8 Steps MAKE IT HAPPEN (continued) 5. Empower 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 Wins Create some visible, unambiguous successes as soon as possible. 7. Don’t Let Up Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality.

  17. Kotter - Leading Change – 8 Steps MAKE IT STICK 8. Create a New Culture Creating better performance Articulating the connection between new behaviors and success Our Iceberg is Melting (2006). John Kotter

  18. Reframing Resistance “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

  19. 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 change Beyond the Wall of Resistance (2005). Rick Maurer

  20. Stages of Change Prochaska and DiClemente (1982) Involves incremental movement Fluid movement between and among stages resolving ambiguityimportance…relevance…confidence

  21. Rick Maurer – Reframing Resistance

  22. They Don't Get It • Lack of information • Disagreement with data or conclusions • Lack of exposure to critical information • Confusion over what it means Agreement at this Level • People understand the idea and its implications; agree with leadership about its importance Level 1 Resistance involves information: facts, figures, ideas and rational arguments From Why Don’t You Want What I Want? (2002). Rick Maurer

  23. They Don't Like It • Afraid 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 • People are excited about the idea; see potential benefit; open for discussion; not sabotaging the effort Level 2 Resistance involves: an emotional reaction to the change fear faulty or stifled communication

  24. They Don't Like You • Don't have confidence in person leading the change initiative • Their history with you or the organization makes them wary • Polarization can occur due to cultural or value differences • Takes a lot of work to change 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 Level 3Resistance involves: lack of trust in person implementing the change lack of trust of overall management deep entrenchment in beliefs, experiences and biases

  25. 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. From Why Don’t You Want What I Want? (2002). Rick Maurer

  26. 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.

  27. 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.

  28. Principles of Engagement From Why Don’t You Want What I Want? (2002). Rick Maurer

  29. Principles of Engagement

  30. Resources

  31. Resources http://www.beyondresistance.com/index.htm http://www.jimclemmer.com/

  32. 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

  33. 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

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