Resistance to change comes in many shapes and sizes, and it is manifested through all sorts of behaviors exhibited by employees. To begin the examination of "good" resistance, let's first think about three forms of resistance:
This last notion of resistance in the form of an informed disagreement with a change is perhaps an unusual notion. Traditionally resistance is viewed as a barrier to project progress or success. After all, if individuals do not embrace and adopt the change, then the change cannot be realized. The important message here is that all resistance cannot be written off as the same. Just as resistance is not always stemming from a lack of desire, as discussed in previous articles about resistance, certain forms of resistance can be used to the benefit the project and better the outcomes. Employees can be valuable resources for project teams as they are often end-users, customer facing, or directly impacted by the change.
We really do not know what has prompted an employee to walk through the door and say, "This is the dumbest thing I've ever heard," "Here we go again," or "What do they think they are doing to us?" Is it a natural reaction? Is it poor change management? Or, is it good resistance in the form of an informed disagreement with the change? We need a way to identify and isolate the root cause of resistance to determine if it is something we can help the employee work through, or if it constitutes something we need to surface and analyze at a project level.
The first step to analyzing the root cause of resistance is to conduct an assessment based on the ADKAR Model. It is important for change practitioners to remember that they are not usually the right person to be communicating messages and digging out the root cause of resistance. Change agents should be evoking the involvement of managers and seniors leaders to ask questions, listen to employees, enable feedback loops and provide coaching. When conducting root cause analysis, coach managers to ask questions such as:
If we can verify through assessments, surveys, informal chats or formal conversations that an employee is resistant because the solution or implementation process is not suitable or is broken, you've correctly identified a form of good resistance. You should consider this a benefit to your project because you can use this information to better your process and achieve better outcomes.
Here is a short example:
A large retail store decided to replace traditional barcode scanners with smart phones. This change would allow employees to carry fewer and slimmer devices. Employees were excited about the change and change management was actively present throughout the change process. The smart phones were administered to employees and training was provided. A few weeks after deployment to one store in particular, employees started leaving the new phones behind as they continued with day-to-day activities. As the perceived resistance became more and more persistent, the project team spoke with floor managers to try to uncover why employees were not using the new devices that were much anticipated. In the end, it became apparent that the smart phones did not function properly as actual phones, as originally intended. Upon further analysis, it was discovered that the phones deployed to this store did not undergo the proper testing before deployment. In the end, the resistance from employees actually helped identify a functionality failure of the new devices.
"Informed disagreement" with a change can be viewed as a type of "good" resistance, which in turn can be an essential input for those designing, developing and implementing the change. This is not to say that all resistance is good, or that resistant behaviors should be reinforced, but it is important to conduct proper root cause analysis in the face of resistance so as to not miss important information that could potentially benefit the project and outcomes.
For natural resistance and resistance stemming from unanswered questions, the action steps to take are using more effective change management and resistance management techniques. For "good" resistance in the form of informed disagreement, our actions should be much different. Rather than just addressing this resistance at face value, we should work to act upon the insights gleaned from the resistance. To effectively act on this type of "good" resistance, we must be able to collect and convey the resistance and reasons to the project team.
Resistance can be quite complex. But once we have an understanding of the fundamental forms of it, then we can begin to manage it. As presented in this tutorial, we have seen how some forms of resistance can be leveraged to improve aspects of the project and subsequently have a positive impact on the business outcomes. If resistance results from an informed disagreement, from an employee who has the awareness, desire, knowledge, ability and reinforcement to change, there may be an opportunity for the change manager or project team to gain valuable insights into possible flaws or issues with the project or implementation process. Collecting and conveying this information to the project team can help achieve better overall success when it comes to obtaining the desired business results.
Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.
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