Managing resistance – clearing the path to Success
What is getting between You and the Success You Want? Other people resisting what you want! That is what is holding you back. Are you taking out your frustrations at home? Or compensating by micro-managing the resistance you face?
Understand what is causing resistance – and Do Something About It! If you believe people will resist you – they will. Time to change your approach because conquering resistance is possible.
All organizational change projects have some resistance. However, the reasons behind resistance are very complex and often influenced by the change objective’s impact and how the change project is managed. Further, the people leading the change project are often the source of the resistance through their choice of leadership style and management actions.
Upon completion of this course, you will have a foundational understanding of why people resist change (many reasons are hidden) and what you can do to manage a successful change project (you want to avoid being a cause of resistance!). Topics covered in this course span the breadth of change management since mistakes in analysis, change visioning, planning, and implementation all provide fertile ground for resistance to develop and flourish. (The path to reducing resistance is possible, but does take some work. Do not attempt this if you are not willing to face the resistance you may be causing. You will only frustrate yourself further.)
Now, why don’t you do something about the resistance that is holding you back?
Enroll now! to defeat resistance to your ideas & projects
This lecture kicks off this "Organizational Change Resistance" course with a welcome, overview of instructor qualifications, course topic overview, and discussion of Learning Objectives.
If you are short of time and want to skip some lectures - this video will explain how to identify the lectures that summarize the Learning Objectives and how to skim through some of the content that you already know.
How much is Organizational Change Resistance costing your organization in lost opportunity, low productivity, management time, etc. The total direct and indirect costs may surprise you. Change Management starts with managing the costs of failure to change.
How is Organizational Change Resistance defined? How can we classify Change Recipients in how they resist? How change resistance can be understood at a high level - All Change is Personal. While we might think of this as Change Management, it is much, much more.
This document (download from the lecture resources) is part of an exchange I had with a student on how to solve a problem of Change Resistance - Firing them! While that works on a TV reality show and for willful insubordination, terminating someone is not easy. In fact, going through all the steps and preparing the documentation necessary for internal and legal review is very hard. It is much easier to deal with change resistance with a soft hand and termination should only be considered as a last resort. Change Management is much more than managing by firing anyone who disagrees with you.
Change Resistance is not a one-size-fits-all problem. In fact, the reasons for resistance range from personal (both conscious resistance and unconscious reactions) to poor change visioning to poor change project methodology. This lecture starts to get into how resistance is triggered while viewing Change Management from a different perspective.
Sometimes, we are our own worst enemy. Since Change Managers define resistance when they see it, they often incorrectly claim normal behavior as resistance, thereby taking actions they would not otherwise take. Further, how the Organizational Change Objective is created and the change initiative is managed can lead to many pitfalls that result in resistance across the organization.
Change Resistance can be demonstrated in an infinite number of ways, unique to each organization and change proposed. Therefore, it is necessary to generalize the types of reactions to change to provide a framework for Change Management. Further, the perception of risk in a proposed change is related to the organization's experience with past attempts at change.
The reasons people generally resist organizational change can be tied to loss of something, learning anxiety, cultural pressures, or personal factors. This lecture lays the last part of the foundation for Change Management of Resistance before going deeper into hidden reasons and how Change Resistance can be Mitigated.
This document (download from the resources for this Lecture) discusses how resistance is often labeled "irrational" by those managing the change process. However, those in the role of Change Management see the situation from a different viewpoint than the Change Recipients.
Four models of how people move through Organizational Change Acceptance, which are key behaviors to understand for Change Management.
This lecture moves beyond how Change Resistance is demonstrated by behaviors to the six unconscious (psychological) factors that are often hidden from not only the Change Manager, but the Change Recipient as well. This is the first step in moving from understanding resistance to mitigating it.
Routine management actions can accidentally trigger change resistance, an added challenge for Change Management. In this lecture, the six core unconscious needs are discussed relative to how normal managerial action can trigger resistance.
This lecture discusses the first four responses that Change Managers can take when encountering resistance. Two of the four are essentially admitting failure with the other two reactionary in nature. In the next lecture, two proactive responses are added to the list.
This lecture completes the six approaches for dealing with organizational change resistance with the two proactive ways to mitigate (prevent) resistance from arising. The lecture concludes with a discussion on group dynamics involved in resistance dampening or reinforcement.
Contrary to what many people believe, change resistance offers many benefits in correcting mistakes in designing the change objective and process employed to implement the organizational change. This lecture helps you identify these benefits and use them to your advantage. Further, active resistance is better than passive-aggressive behavior when it comes to successfully moving a change initiative forward.
This lecture re-thinks change resistance by separating what is said from the change behavior is exhibited. This shift in mindset of organizational change resistance moves to active engagement (connects back to the previous lecture). Emphasis is also placed on who defines change resistance - those leading the change initiative. By defining resistance there is great risk in improperly labeling normal behavior as resistance, thereby setting up the possibility of using unwarranted management pressure, that likely creates real, unnecessary resistance to the organizational change. (This might be classified as Change Management Malpractice.)
This is the first of two summaries - examining the effectiveness of the possible approaches to managing change resistance. One approach leads to likely failure of the change initiative and three others are typically employed, but with some difficulty and mixed success. Of the two most effective approaches, the second is probably the best due to difficulty in avoiding some issues that might arise when using of the most effective option.
The second summary focuses on the mitigation of organizational change resistance. This is a "not to be missed" lecture that captures the essential action items that change leaders need to build into their change visioning and change managers need for planning the change initiative process.
At the end of this course, it is likely that you have a better understanding of organizational change and how change resistance arises. It is also likely that you have gained further awareness of what more you need to know if you are to beat the poor results too many change initiatives endure. This video lecture provides some structure for how your continuing study of organizational change might progress.
Dr. Ross Wirth develops online courses and consults in the areas of organizational change and strategic leadership. Previously, he served as the Dean of the College of Business and Program Chair for Business Administration at Franklin University. Earlier, Dr. Wirth worked 32 years in international oil and gas where he served in many management positions, often involved in strategic & operational planning, business development, performance management, and organizational change initiatives. Over his career, functional leadership spanned IT, retail & wholesale marketing, supply & logistics, corporate planning, and human resources.
Dr. Wirth earned an MBA from New Mexico State University, and a Ph.D. in Applied Management and Decision Science with a specialization in Leadership and Organizational Change from Walden University.
WHAT I DO:
I help managers & business owners
- achieve performance results
- that are strategically focused & aligned
- by providing strategic leadership &
organizational change resources
- in a DIY, easy to learn & apply format.