Change Management: Real World Strategies & Tools

Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.

How to handle the first layer of resistance to change: the three-step Leverage Principle.

What if they Still don't Accept the Need for Change? 

Introducing a powerful technique called a Pattern Interrupt.

The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.

This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.

The two strongest motivators for change are fear and desire. 

When should you use each?

To make change appealing, you need to spell out a compelling future. Here are some tips about how to create a compelling outcome.

Stakeholder engagement is a vital skill for change leaders. Here you'll learn the basic process.

Stakeholder triage is a great tool to kick off your understanding of stakeholders and to help you understand which strategies you'll need for each one.

Here's how to do a proper analysis of your stakeholders, so you can target your communications properly.

How do people respond to change?

Our first understanding comes from work done by a medical practitioner, and then expanded by two psychologists. This lecture will introduce you to their ideas.

The next will expand this and explain our response in greater detail.

Here, you'll learn how people respond to imposed change. It is predictable, so you can plan for it and choose effective interventions.

Change does not mean instant improvement. Understanding this is vital, to prepare stakeholders for the realities they will experience.

A change program needs three phases, and here, we'll look at them. Once you have watched this video, take a look at the appendices of your course workbook, which give you loads of practical guidance.

Good communication is essential. But it isn't easy.

So, here, we offer you some practical tips.

The third stage of your Stakeholder Engagement process is to plan. This is a great tool for planning your stakeholder communication.

The basic plan for a change program needs to progress your stakeholders through the natural stages of their response to change.

Let’s face it, whenever we implement change, we face resistance.

So, let’s look at how to handle the five commonest forms of resistance, to make your change implementation a success.

People will resist change. That’s a given. People will resist it in many different ways.

So, let’s look at some of the commonest ways people resist change, and how to deal with them effectively.

1. I Don’t Understand Why We Need to Change

2. I Don’t Understand Why This Change

3. I Don’t Like this Change

4. I Don’t Like Change

5. I Don’t Like You

Follow the golden rule: Respect your resisters and engage with them positively and respectfully. Deploy the tools you have at hand. And constantly check that the resistance you are seeing is still what you thought it was.

For more information on Handling Resistance, check out my Handling Resistance Pocketbook - https://geni.us/0NGhc

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This video was originally made for YouTube

This video will introduce you to resistance to change and the Onion model that explains the 6 levels. You'll also learn about the first two levels.

Continuing our exploration of the Onion Model of Resistance to Change, this video covers the innermost layers, 3 to 6.

Before we look at techniques to deal with resistance, it is vital to get your approach and attitude right.

The first of two videos covering techniques 1 to 5 for how to engage positively with your resisters.

The second of two videos covering techniques 6 to 8 for how to engage positively with your resisters.

Let's not forget that managing change also requires good project management.

What is the secret to success?

Its Persistence and Situational awareness.

We'll use the OODA Loop model to explain.