Change
Management
Identifying and managing
resistance to change
Andy West
Webinar

Housekeeping note
Q & A R E S O U R C E S FOLLOW US F E E D B A C K

Introduction
Andy West
An experienced and professional Project
& Change Management Skills Trainer
with experience across a range of market
sectors.
Involved in a number of projects covering
the design and implementation of
business systems and training solutions
within a number of organisations.

Purpose of this webinar
• To consider how change is achieved and
why sometimes it isn’t
• To identify the common symptoms of
resistance and its causes, and to suggest
some practical actions to deal with
resistance

Change?
• Change
“to make the form, nature, content, future c
ourse, etc. of (something)
different from what it is or from what it
would be if left alone: to”
• “the altering of an entity”
• Change or Transformation?

Projects enable change
Projects: “the most effective way of delivering change”
• Projects deliver a capability
• Change happens when that capability is adopted

Projects and change
Change happens when:
Capability
+
Ability
+
Willingness

How people react to change
Denial
Anger or blame
Depression & confusion
Acceptance
Bargaining
And self-blame
Shock
1
2
3
4
5
6
7
Problem-solving
MORALE,ENERGY&PERFORMANCE
T I M E
Kübler-Ross Curve (1969)

How to group the reactions
Understanding
of the change
THE
STRUGGLERS
THE
LEARNERS
THE
OVER-WHELMED
THE
SURVIVORS
HIGHLOW
HIGH
Capacity for change Palsule, 1997

The Beckhard and Harris Change Formula
C = change
A = level of dissatisfaction with the status quo
B = desirability of the proposed change or end state
D = practicality of the change (knowledge of the next practical steps,
minimal risk and disruption)
X = perceived ‘cost’ of the change
C=[ABD]>X

Kanter’s common causes of resistance (1)
REASON FOR RESISTANCE CAUSE
Loss of control over territory
Level of dissatisfaction – Beckhard & Harris
Perceived ‘cost’ of the change – Beckhard & Harris
Self blame – Kubler-Ross
Excessive uncertainty during
the change
Capacity for change – Palsule
Practicality of the change – Beckhard & Harris
Change is sprung on people
as a surprise
Shock – Kübler-Ross
Too many differences at once
Capacity for change – Palsule
Self blame – Kubler-Ross
Practicality of the change – Beckhard & Harris
Loss of face from those
associated with current state
Level of dissatisfaction – Beckhard & Harris
Perceived ‘cost’ of the change – Beckhard & Harris

Kanter’s Common causes of resistance (2)
REASON FOR RESISTANCE CAUSES
Concerns about competence
Self blame – Kübler-Ross
Desirability of the change – Beckhard & Harris
Change is more work
Capacity for change – Palsule
Practicality of the change – Beckhard & Harris
Ripple effects – change interferes with
the activities of other areas
Practicality of the change – Beckhard & Harris
Capacity for change – Palsule
Past resentments surface due to the
interruption of a steady state
Anger/ blame – Kübler-Ross
Desirability of the change – Beckhard & Harris
Sometimes the threat is real – change
is resisted because it can hurt
Anger/ blame – Kübler-Ross
Self blame – Kubler-Ross
Desirability of the change – Beckhard & Harris

Types of resistance and symptoms
PA S S I V E A C T I V E
AUDIBLE UNHAPPINESS
• No feedback
• Sullen silence
• The “Slaughtered Lamb”
Moment
• Complaints
• Objections
DISENGAGEMENT “Vanish like the mist” Reject invites
SABOTAGE
• Not booking training
• Not returning emails
• Not providing information
• Issues
• “Breaking”
• “Not fit for purpose”

Kanter’s resistance
management strategies
• Leave room for those affected by change to
make choices
• Create a sense of safety with certainty of
process
• Don’t plan changes in secret
• Minimise the number of unrelated
differences
• Where possible, keep things familiar
• Avoid change for change’s sake
• Celebrate the elements of the past that are
worth honouring
• Consider gestures to heal the past before
focusing on the future

Kanter’s resistance
management strategies
• Provide abundant information, education,
mentors and support systems
• Run systems in parallel during transition if
possible
• Allow some people to focus exclusively on
the change
• Reward and recognise participants
• Enlarge circle of stakeholders
• Consider all affected parties and work with
them to minimise disruption
• Be honest, transparent, fast and fair

Building a strategy to manage resistance
TWO CONSIDERATIONS:
Analyse the following four situational factors:
1. The amount and kind of resistance that is anticipated
2. How powerful the initiator of the change is in relation to the resisters
3. Who the people are who have the relevant data to design the change and
the energy to implement it
4. How great the risks are to organisational performance and survival if the
change isn’t made
Determine the optimal speed of change: the above analysis will help to
decide how quickly or slowly the change should proceed.
CAUTION: a slower pace will give time to reduce resistance but if the
current risk to organisational performance and survival is very great, it will
be necessary to implement the change more quickly which will involve less
buy in and focus on ‘forcing’ the change through.

Rogers’ innovation adoption model
2.5% 13.5% 34% 34% 16%
Quickest to adapt (after Rogers, 1962) Slowest to adapt
Early
majority
Late
majority
Early
adopters LaggardsInnovators
Some stakeholders are best engaged by others

Supporting managers and
supervisors
• Managers and supervisors play a crucial
role in successful change
• They translate policy into action
• They can really influence the change
• Potential tensions between implementing
change, dealing with resistance and
maintaining performance
• Support them by:
 Communicating as much as you can
 Helping them to answer questions
about the change (e.g. FAQs)

Building and sustaining momentum
• Build momentum through:
 Regular communications
 Engagement with stakeholders
 An active change management network
• If the change has a long lead time for implementation, don’t try to build
momentum too early
• Four key strategies:
 Timing of communications
 Phased approach to communications
 Keep visibility of the change high
 Task managers with the responsibility for delivery

A final thought
• Change is not easy or comfortable for
everyone
• There will be resistance, both active and
passive
• Identify resistance early, understand the
resistance and deal with it appropriately

Exclusive webinar offer
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Are there any questions?

Thank you
for listening
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