Challenge the conventional use of the term "resistance" in the context of change management within organizations.
"Resistance" is inaccurate and misleading. Instead, use the term "unease" to describe staff reactions to change initiatives, acknowledging the complexity of human behavior and motivations.
The three main reasons for staff unease are: cognitive dissonance, cognitive overload, and self-interest.
Cognitive dissonance arises when staff's values contradict the actions or messages of the company, such as when layoffs occur despite leadership claims that people are valued.
Cognitive overload occurs when employees are overwhelmed mentally, physically, and emotionally, exacerbated by the digital age and personal issues.
Self-interest, while natural, can manifest negatively, particularly among middle and upper management during times of change.
Resolve staff unease based on the REAP|Change™ Framework for People-Centered Change Management:
Cognitive Dissonance: Engage and involve staff in the change process, ensuring alignment within leadership and with change objectives.
Cognitive Overload: Implement changes gradually in manageable stages, provide support through training and resources, and simplify communication to ensure clarity and consistency.
Self-Interest: Address staff concerns, offer incentives or benefits to mitigate negative impacts, and empower staff by involving them in the change process.
Shift away from a mindset that employees are mere resources to fulfill shareholder objectives. Recognize their complexity and potential for contribution.
Ultimately, organizations will navigate Change more effectively and tap into the diverse talents and perspectives of their workforce when they value the human potential within.
4. When Change Programs
Go Sideways!
❌ End-users not just resistant to Change
❌ Corporate messaging isn't convincing end-users to Change.
❌ The enterprise is unable to build cross-functional or geographic consensus.
❌ Staff morale is plummeting despite the Change communications campaign.
5. Resistance
The response to overwhelming force exerted on a "weaker" presence to
bend the weaker to the stronger's will.
An Unhelpful Word in Change Management
The Battle of Lexington
1775
6. Uneasiness
The Discomfort that results when the external and internal
are not in accord.
A More Constructive Description of Staff Response
Anxiety
7. The Causes of "Uneasiness"
Cognitive Dissonance
Cognitive Overload
Self-Interest
REAP|Change™ Core Change Activities
9. When Change Programs
Cognitive Dissonance
"Short-circuiting" staff when the organization signals messages and
behaviors that conflict with staff experience, values and conditioning.
Go Sideways!
10. When Change Programs
Cognitive Overload
"Burned Out" or on her way!
The Seamstress,
Wenzel Tornøe
(1844–1907)
Go Sideways!
11. 1. ENGAGE and Involve
○ Staff participation in change process
○ Workshops and presentations for transparency
2. ALIGNMENT within Leadership
○ Leadership support for change
○ Walking the Talk for staff observation
3. Stakeholder ALIGNMENT
○ Stakeholders align with change objectives
Solutions
Cognitive Dissonance
Resolve
Engage
Align
12. 1. Phased Implementation
○ Smaller, manageable stages
○ Gradual adoption of change
2. Provide Support
○ Training, resources, and assistance
○ Help staff adapt to the change
3. SIMPLIFY Communication
○ Clear, concise messaging
○ Consistency across mediums
Solutions
Cognitive Overload
Engage
Practice
13. 1. Address Concerns
○ Listen to staff concerns
○ Acknowledge impact of change
2. Provide Incentives
○ Mitigate negative effects
○ Consider incentives or benefits
3. Empower and Involve
○ Staff control over change aspects
○ Encourage active participation
Engage
Solutions
Self-Interest
