Accepting and Embracing Resistance to CHANGE

1. MOVING FORWARD Accepting andEmbracing Resistance toCHANGE

2. CHANGE CHAMPIONS & ASSOCIATES Part 1 Resistance and Behaviour

3. RESISTANCE ?

4. Resistance Styles

5. CHANGE CHAMPIONS & ASSOCIATES Who’s In Your Zoo? • Why is it important to know who is in your zoo?

6. CHANGE CHAMPIONS & ASSOCIATES Let’s Move Them Neutral Resistant Supportive The Attitude Bell Curve

7. Push the River or Flow With It RESIST SUPPORT Something in it for them New challenge Makes sense Right thing to do Opportunity to input Respect the champion Believe time is right • No input into decision making • Surprise • Fear loss/cost - security, money, status, friends, freedom • Skeptical of success • Change unnecessary/make worse • If it's not broken, don't fix it • Feel manipulated • Believe organization lacks resources to implement

8. CHANGE CHAMPIONS & ASSOCIATES Defining Resistance ? Push back/rejection ? Not buying in/ supporting ? Criticising ? Foot dragging ? Eye rolling ? Sabotage = SUBJECTIVE = feedback = valuable information = opportunity to increase buy in = potential for new champions = greater potential for better result/success

9. CHANGE CHAMPIONS & ASSOCIATES SCENARIO Change Implementers = Three managers of a large scale government funded health reform program Task = Explain for the first time to project teams that a new data management system is about to be introduced Collecting different data using different software Challenge = Managers fuzzy on details

10. Three Perspectives Manager 1 • Asked a “ton of questions” • Felt “interrogated” • Team “irritated” when couldn’t answer questions Manager 2 • Silence • Felt “stonewalled” Manager 3 • “Very receptive” • “Lots of questions” • Disappointed with lack of answers • promised to get back • “Energising and engaging meeting” Which is indicative of a productive reaction??

11. CHANGE CHAMPIONS & ASSOCIATES Mind Set Adjustment • Why do I see this behaviour as resistant? • What can I learn from this? • How can I incorporate “resistance” into the change program to get a better result? RESISTANCE =

12. CHANGE CHAMPIONS & ASSOCIATES Part 2 Minimising Resistance – Program Development

13. Anticipate Resistance and Build Flexibility into Change Management Strategy

14. CHANGE CHAMPIONS & ASSOCIATES Designing Change Strategies for Success • (drawing on John Kotter’s work) Establish True Sense of Urgency • Challenge = drive cuckoo out of comfort zone • Well thought out case for change • All head, intellect • Theoretical, compelling rationale, data driven business cases  • Win hearts and minds • Connect with people and their values 

15. CHANGE CHAMPIONS & ASSOCIATES True Sense of Urgency • Bring the outside in • Connect internal & external • Recognise internal silos • Customer feedback • Share troubling data (competitor analysis etc) • Send people out to learn • Bring expertise from outside in “If we don’t start to change now, we won’t exist/ will be irrelevant in X years”

16. CHANGE CHAMPIONS & ASSOCIATES True Sense of Urgency • Behave like its urgent every day • Alert • Attitude • Engage • Time • Tone • No resting on laurels - Past reputation, successes • Meeting treadmill

17. CHANGE CHAMPIONS & ASSOCIATES True Sense of Urgency • Find opportunity in crisis • Deal with the No No’s • Skilled urgency and passion killers • Disruptive • Neutralise • Assignment in Outer Mongolia • Move on or move on • Peer Pressure

18. CHANGE CHAMPIONS & ASSOCIATES Powerful Coalitions for Change • Who? • Composition important • Leaders to drive; managers to manage process • Mutual trust & respect • Shared objective • Able to work as a team • Positional Power • Recognised Authority • Broad Reaching Credibility • Relevant Expertise • Proven Leaders, Effective Managers

19. Communicate Vision for Change Focused Clear. Provide guidance for decision making Imaginable Paint a picture of the future Desirable Appeal to long-term interest (employees, customers, shareholders) Flexible Individual initiative, alternative responses with changing conditions Feasible Realistic, attainable goals Communicable Easy to explain (especially WIIFM?)

20. Communicate for Buy- In • Consistent, constant communication • Hour by hour, anywhere, everywhere, CNN news flash • Lively visionary articles • Discussion replaces ritualistic meetings • Social media, water cooler, tea room • Communicate vision • Discrepancy message • Then • Communicate Vision • Simple, honest messages • verbal picture • no jargon • no techno/psycho babble • easy to repeat • inviting a 2 way conversations

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22. Manage The Message Create a true story – Craft up to 4 versions Tailor for relevance: positional (i.e. exec vs. production line) impact ?motherhood statements offensive negative messages specify improvement required

23. Empowering the Team • Remove the obstacles • Structures • Skills • New • Existing • Systems • Supervisor

24. CHANGE CHAMPIONS & ASSOCIATES Celebrate the Wins • Generate short-term wins • Highly visible • Unambiguously related to change effort • Rewards • impact morale/motivation • Re-energise, re-motivate • Reinforce urgency • Neutralise blockers/No Nos

25. CHANGE CHAMPIONS & ASSOCIATES Don’t Give Up! • Ambidexterity • Drive change, new future • Manage day to day operations • Change fatigue • Let up • assumption job is done • lose momentum • resistance

26. CHANGE CHAMPIONS & ASSOCIATES A Change Challenge Background • Division in a multi-national with 2000 employees • Geographically dispersed • Totally entrenched silo thinking culture New CEO • Wants to plant a seed that moves them toward a more collaborative mindset within 12 months • You have $20,000 to create the most 'shift in thinking possible' taking all these constraints into account Would you spend the $20,000? How? Why?

27. CHANGE CHAMPIONS & ASSOCIATES Problem Based V Appreciative Inquiry PB -problem to solve Focus = problem • Establish facts • Formulate problem • Analyse causes • Investigate, discover, learn • Diagnose, solve • Develop management plan AP – miracle to embrace Focus = people, relationships • Discover what works well • Dream – envision future • Discussion, innovation • Design process that would work well • Deliver ie implement

28. CHANGE CHAMPIONS & ASSOCIATES Change Program Design • Using a real or hypothetical example, briefly outline a strategy for building support for change • Urgency • Driving Coalition • Vision • Buy In • Empowerment • Wins

29. CHANGE CHAMPIONS & ASSOCIATES Part 3Incorporating Resistance

30. CHANGE CHAMPIONS & ASSOCIATES Plan for Resistance • Organisational culture/societal culture • Fear Factor • People and emotions • Can’t talk people out of emotions • Acknowledge the elephant in the room • Don’t try to fight • Storms blow out: feelings change • Address known reasons for resistance • Avoid assumptions • No one will resist change for the better • Everyone close will be supportive • Self interest • Self management/ autonomy/ immunity • Managers will communicate unpopular changes • Message sent = message received • Chinese whispers

31. CHANGE CHAMPIONS & ASSOCIATES Plan for Resistance • Emotional Process • Can’t talk people out of their feelings • Don’t fight • Like a storm – will blow out over time • Feelings change • Avoid assumptions • No one will resist change for the better • Everyone close will be supportive • Self interest • Self management/ autonomy/ immunity • Managers will communicate unpopular changes • Message sent = message received • Chinese whispers

32. CHANGE CHAMPIONS & ASSOCIATES Plan for Resistance • Identify impacts • Different levels of organisation/hierarchy • Different individuals, values, skills, tasks, concerns • Interpretation/internalisation of messages • Geographic • Power of informal networks, gossip, innuendo • Unintended/unimaginable consequences

35. CHANGE CHAMPIONS & ASSOCIATES Exercise 3 Thinking about how you would roll out a change program: • Identify broad areas/people where you might receive feedback that is less than supportive • Use your organisational chart to draw linkages between supportive and resistant groups • Use network diagrams to understand connections between internal and external stakeholders • How sure are you that you have identified all of them?

36. CHANGE CHAMPIONS & ASSOCIATES Identifying Resistance WHAT WHO WHY HOW WHEN WHERE

37. CHANGE CHAMPIONS & ASSOCIATES Who Resists • Boost your own awareness • Walk the talk • Different levels of hierarchy • Different tangents of network • Listen, hear, learn • Complaints • Heated discussions keep change alive

39. Key Stakeholders

40. CHANGE CHAMPIONS & ASSOCIATES • Networks and network connections

41. CHANGE CHAMPIONS & ASSOCIATES Getting to the Bottom of It • Why won’t it work • Genuinely ill conceived? • Flawed logic/unnecessarily reactive • If X, then Y? or ??? • History/culture/politics/threat • investment /resourcing • 2+2=5 • How, when, where might resistance manifest • Risks to change effort

42. CHANGE CHAMPIONS & ASSOCIATES Talking About Resistance Driving Forces = Growth/Improvement Restraining Forces = Stagnation, Blocking, Controlling Changing subject Yes-butting Blaming and complaining Ought-to-tuding Dooming and glooming Mindreading Redundancy Disowning/depending on others/becoming detached • Answering questions • Building ideas • Proposing • Describing experience • Understanding about future • Exploring someone’s thoughts • Integrating information in new ways • Taking responsibility/owning the task

43. CHANGE CHAMPIONS & ASSOCIATES Reframing Resistance Talk Situation A reorganisation has resulted in a work group comprised of 2 operators and 2 group leaders each working in different geographical locations. The operator in question is resentful about being passed over for promotion and is working unco- operatively. Dilemma As a group manager on a self managed team, I am in a bind when my co-worker slows down his work. I have a choice of either picking up the slack for him or not. If I don’t production suffers. When I ask for more cooperation, he says its my responsibility since I “earn the big bucks”

44. CHANGE CHAMPIONS & ASSOCIATES Resistance Talk Methodology Identify Resistant Behaviour (What they said, body language and what they were really thinking) ↓ Define the bind (What is the wall they face) ↓ Describe the dilemma (Reframe the bind to become a choice) ↓ Feelings and losses ↓ Find solutions to the system issues

45. CHANGE CHAMPIONS & ASSOCIATES Talking About Resistance – Role PlayExercise 4 • Step 1 • P1 describes a change program • P2 responds • PLUS writes notes about what he/she was thinking but didn’t say • Step 2A • P2 imagines what he/she would say if telling P1 what they really think

46. CHANGE CHAMPIONS & ASSOCIATES Talking About Resistance – Role PlayExercise 3 • Then….yes…reveal • Step 3 • Discuss the bind ie points of resistance • Step 4 • Discuss the feelings and losses • Step 5 • Co-develop a solution

47. CHANGE CHAMPIONS & ASSOCIATES Root Cause Analysis (from Six Sigma) "Every problem is an opportunity" • Kilchiro Toyoda, founder of Toyota

48. CHANGE CHAMPIONS & ASSOCIATES Why? • Technical • "We don't think this will work” • Historical Inertia • "We've always done things in a certain way, and it is hard for us to accept a new way because of the uncertainty that change introduces” • Political • "If we go forward with this change, then our group loses out and we don't want to sacrifice our resources or status, even if it's for the greater good” • Motivational • "This change makes me have to work harder without greater potential reward, so it's not in my/our self-interest to change"

49. CHANGE CHAMPIONS & ASSOCIATES Part 4Embracing and Working with Feedback

50. CHANGE CHAMPIONS & ASSOCIATES Build Participation • Note concerns • Listen, empathise, watch….think beyond the spoken words • ABC Model • Encourage suggestions & advice • How to do it better • Cognitive mapping • Generate “worry” and “idea” lists • Incorporate feedback into change via guiding coalition • Acknowledge the sources of idea • Research/Action Leaning (PDSA cycles)