PMINJ Chapter
International Project Management Day
06 November 2014
Why Should They Care
Overcoming the
Resistance to Change
Eric Kulikowski, CPC Dare To Be Amazing, LLC
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What applies to me as a Project Manager?
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What can I do better?
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Why should they care?
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How can I keep my team safe?
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“Never confuse a tailwind with
good management.”
- Jeffrey Immelt
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How do you become more Agile?
How do you embrace Adaptability?
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Change is the new constant …
Change is the reason we exist
Change is a signal of growth
And, Change is our lifeline
to the future
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Hey, change can be really scary …
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WHAT ARE THEY AFRAID OF?!?
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Managing and coping with change is
the number one critical issue faced
by organizations today
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But, recognize that …
CHANGE BRINGS UNKNOWNS
UNKNOWNS BRING ON ANXIETY
AND ANXIETY PROMOTES RESISTANCE
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Transition
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Courtesy of EQ Consulting Services
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Change is a cycle.
1. Awareness of change. 2. Questions (or concern). 3. Frustration. 4. Change is here to stay. 5. We’ve accepted the change! 6. We made it.
The Change Cycle
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d
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People generally
don’t fear change.
Chin Beard Wisdom
They fear the
uncertainty relating to
change.
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Dealing with Change and Uncertainty…
FREEZE? IGNORE IT?
OVER ANALYZE?
ACTION?
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CHANGE
WITHOUT
RESISTANCE
Why Should They Care?
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The Law of Inertia Nov 6, 2014 37 ©2014 Dare to be Amazing, LLC All Rights Reserved.
OVERCOMING THE RESISTANCE …
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OVERCOMING THE RESISTANCE … WHY SHOULD
THEY C-A-R-E?
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C OMMUNICATE/Connect
A SSESS THEIR PERSONAL NEEDS
R ECRUIT THEM TO HELP
E XHIBIT THE DESIRED BEHAVIORS
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“ISN’T IT OBVIOUS?”
“DO I REALLY NEED TO EXPLAIN THIS TO YOU?”
“WHY DON’T THEY GET IT?”
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COMMUNICATE/CONNECT
• Anchor the Message
• SAY IT
• SAY IT often
• SAY IT yourself
• SAY IT in their words
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The Curse of Knowledge
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“It is more fun to talk to someone who
doesn’t use long, difficult words but
rather short easy words like
‘What about lunch?’ ”
~ Winnie the Pooh
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Yeah … but …
–EMOTIONAL CONNECTION TO OLD WAYS
–CHANGING IS NOT RATIONAL
–“WHY ARE WE DOING THIS ANYWAY?”
–“WHY SHOULD I CARE?”
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“We have to grasp not only the Know-How but also the Know-
Why.”
~ Shigeo Shingo
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COMMUNICATE/CONNECT
• “Why” we will do what we will do
– Address the WIIFM factor
• Quantitatively share why future state is desirable
– And why the present is risky
• Share benchmark info Provide a role model
• Explain the plan to get there
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COMMUNICATE/CONNECT
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“WHY DIDN’T ANYONE ASK MY OPINION?”
“WHY WASN’T I CONSULTED?”
“SHOULDN’T I KNOW WHAT’S GOING ON?”
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– LOSS OF JOB
– LOSS OF CONTROL
– LOSS OF POWER
– LOSS OF SECURITY
– LOSS OF MENTAL SAFETY NETS
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– AREN’T SURE IF THEY CAN MAKE
THE CHANGE
– FEAR THEY WON’T SUCCEED
– BELIEVE THINGS MIGHT GET WORSE
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“The feeling that your status is
under attack is the most defensive
you can feel.”
~ David Rock
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C OMMUNICATE/C onnect
A SSESS THEIR PERSONAL NEEDS
R ECRUIT THEM TO HELP
E XHIBIT THE DESIRED BEHAVIORS
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ASSESS THEIR NEEDS
• Listen with empathy
– Discover the origin of their resistance
• Intellectual, Emotional, Behavioral
– Let them “vent” it out!
• Hold small team meetings & 1:1’s
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“Listening is not waiting your turn to speak.”
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ASSESS THEIR NEEDS
• Listen with empathy
– Discover the origin of their resistance
• Intellectual, Emotional, Behavioral
– Let them “vent” it out!
• Hold small team meetings & 1:1’s
• Ensure everyone sticks to data and facts
– Provide clarity on what is changing
• Look out for passive aggressive behaviors
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WHAT is it going to take for you to be
successful?
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Chin Beard Wisdom
Failure can often have
more to do with lack of
alignment than the
strength of vision or the
efficiency of execution.
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“People don’t change their behaviors
based purely on what they know.
They change based on what they feel.”
~ Mehmet Oz
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• DON’T BELIEVE YOU OR ORGANIZATION CAN MAKE CHANGE POSSIBLE
• MIGHT KNOW ATTEMPTS FAILED IN THE PAST
• “ISN’T THAT GONNA BE HARD?”
• “THAT’S NOT WHAT I WOULD DO!”
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C OMMUNICATE/Connect
A SSESS THEIR PERSONAL NEEDS
R ECRUIT THEM TO HELP
E XHIBIT THE DESIRED BEHAVIORS
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RECRUIT THEM TO HELP
• Give them a role on project
– Invite them don’t tell them
– Progressively increase responsibility
• Don’t assume they are too busy
• Ask for solutions Ask their opinions
– Tell me more …
• Achieve quick wins and celebrate … ridiculously
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–“I DON’T TRUST THOSE GUYS”
–“THIS MUST BE SOMEONE’S PET PROJECT”
–“WHY SHOULD I BELIEVE YOU?”
– INTELLECTUAL DOUBTS ARRIVE
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“People are persuaded more by the
depth of your conviction than any
logic you present to them.”
~ Mark LeBlanc
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C OMMUNICATE/Connect
A SSESS THEIR PERSONAL NEEDS
R ECRUIT THEM TO HELP
E XHIBIT THE DESIRED BEHAVIORS
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“We must walk the talk when it
comes to change or else our words
will ring hollow.”
~ Tom Kulikowski
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EXHIBIT THE DESIRED BEHAVIORS
• Be a role model
• Create a sense of urgency (JPK)
– And a plan!
• Provide recognition
– Enable quick wins with publicity
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EXHIBIT THE DESIRED BEHAVIORS
• Manage less than desired behaviors
• Be flexible but consistent
• Stay true to change plan and message
– Manage scope, status often
Changes in thinking happen
before changes in doing
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People want to improve and they
want to help. They just need to
know why.
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C OMMUNICATE “WHY”
A SSESS THEIR PERSONAL NEEDS
R ECRUIT THEM TO HELP
E XHIBIT THE DESIRED BEHAVIORS
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Identify the actions that will enable you to…
Lead Change
Encourage a Positive Approach to Change
Achieve and Exceed your Goals
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No CHANGE means
there is no CHANGE
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PEOPLE MUST
BELIEVE BEFORE
THEY CAN
ACHIEVE
Chin Beard Wisdom
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Make Them Let Them
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START
FINISH
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“You do not lead by hitting people
over the head – that’s assault,
not leadership!”
~ Dwight Eisenhower
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“If you are always trying to
be normal you will never
know how amazing you can
be!”
~ Maya Angelou
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Eric Kulikowski
Dare To Be Amazing, LLC
www.DareToBeAmazing.com
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