august community of practice webinar - how to manage resistance to change!
TRANSCRIPT
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Presented by:Vicky EmeryGeneral Manager, Being HumanProsci Advanced Instructor
Change Community of Practice Webinars
Working with Resistance
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Introducing Being Human• Founded in 1993• Our mission: develop change-capable
people and organisations to achieve the benefits of change
• Prosci Primary Affiliate Australia and New Zealand since 2006
• Support at project level: Prosci-Certified Change Managers to support projects and Change Practitioners
• Build skilled application: Prosci Advanced Instructors – deliver programs for Change Practitioners, Project Managers, Executives, Managers and Employees
• Build Enterprise-wide change capability & Change Portfolio Management - consulting and contracting
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Agenda
• What does resistance look like and what are the impacts?
• Where does it come from and what are the reasons?
• What does Best Practices Benchmarking Study say about resistance and how to manage it?
• Top 5 Tips - Advice for Change Practitioners
• Close
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Prosci® Flight Risk Model
Time
Incr
easi
ng re
sist
ance
dec
reas
ing
prod
uctiv
ity
With change, expect a decline in productivity and an increase in resistance.
1st Communication or 1st Rumor
Productivity lossEmployee dissatisfactionPassive resistance
Turnover of valued employeesTangible customer impactActive resistanceOpt-out of the change
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Multiple changes within the organization aggravate and compound this risk.
Prosci® Flight Risk Model
1st Communication or 1st Rumor
Project 1
Project 3
Project 2
Time
Incr
easi
ng re
sist
ance
dec
reas
ing
prod
uctiv
ity
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What does resistance look and sound like?
Covert resistance• Schedule gets drawn out through late decisions• Deliverables run late• Discussion – lots…• Low participation• No-shows at key meetings
Overt resistance• Refusal to adopt the change• Industrial Action• Sabotage of the change or organisation• Loss of staff or clients
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Most Resistant Group?
9
5%
14%
49%
28%
4%
0% 10% 20% 30% 40% 50% 60%
Executives and Directors
Senior-Level Managers
Middle-level Managers
Front-line Employees
Other
Percentage of Respondents
2016 Best Practices in Change Management Report – 9th Edition.Prosci Inc copyright 2016.
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The Top Reasons for Employee Resistance
Lack of Awareness of Why a Change is Needed1
Change Specific Resistance2
Change Saturation3
Fear4
Lack of Support From Management or Leadership5
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2016 Best Practices in Change Management Report – 9th Edition.Prosci Inc copyright 2016.
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The Top Reasons for Manager Resistance
Organizational Culture1
Lack of Awareness and Knowledge About the Change2
Lack of Buy-in3
Misalignment of Project Goals and Personal Incentives4
Lack of Confidence in Their Own Ability to Manage the People Side of Change5
p166
2016 Best Practices in Change Management Report – 9th Edition.Prosci Inc copyright 2016.
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What Drives Resistance?
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The enablers or elements that may create a desire to change include:
Hope in future state
Trust and respect for leadership
Incentive or compensation
Ownership for the future state
Acquisition of power or position
Career advancement
Affiliation and a sense of belonging
Enhanced job security
Imminent negative consequences
Discontent with the current state
Fear of job loss
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When does it happen?
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17%
9% 5%
2%
11%
54%
65% 63%
50% 49%
19% 19%
28%
39%
12%
Initiation Planning Design Implementation Closure
Resistance During Each Stage of the Project LifecycleNo Resistance Little or Some Resistance Significant Resistance
2016 Best Practices in Change Management Report – 9th Edition.Prosci Inc copyright 2016.
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Tip 1: Stay connected & use your network to spot resistance• You can’t do this work from your
desk – develop healthy channels:• Managers• Change Champions• Customers
• Have regular check-ins with Managers – help them spot it, too
• Are you still hearing ‘why?’ Check your cascades
• Are current communication channels and methods working?
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Tip 2 – Don’t take it at face-value, dig into it• Understand what the resistance is really about
• What reasons are people using to delay/stop the change? Look deeper…
• Look deeper, look for patterns• How is it a ‘clue’ about what is really
important to this group or this person?• Is what you are seeing part of the
culture – is it helping or not? Is changing the culture part of the targeted outcomes for this change or not? How do you work with it?
• See Tip 1! Use your network to validate the concerns
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Tip 3: Act quickly• Reconfirm the big picture before
moving into local impact• Have examples of the impact for that
team or person – including the hard news
• Share examples of how other teams or people have dealt with the concern
• Acknowledge the history and impact of past changes
• Do not promise what you cannot• Acknowledge shift• Get the right person to have these
conversations• What if they are right?
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Tip 4: Invest in Maintaining Desire
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Managers cannotdictate or control an employee's desire to change. Employees
choose. However, that does not mean that
managers are powerless to manage
change.
• Best approach for building and maintaining desire? Sponsorship –at all levels
• Check your layers and cascades• Be clear on your role and that of
the Sponsor • Build regular check-ins and lots of
two way loops – awareness and desire building isn’t just for the beginning!
• This is the most time-consuming element, the most critical and has the most pay-off
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Tip 5: Share the Wins!• Socialisation is big! The power of
collective wisdom• Use information from any ‘pilot’ up
front• Get and share the data – how are
other people actually adopting the change? Share staff and customer stories
• Give people the information they need to make the choice to support the change - continually
• How can you use former detractors?
• Leverage the enthusiasm people have for the results they have achieved or the outcomes for them
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More info
beinghuman.com.au• Free Prosci Webinars • Free Change Community of Practice Webinars
Prosci • prosci.com• portal.prosci.com
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