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W E B I N A R
CHANGE MANAGEMENT
A n d y We s t
www.ilxgroup.com
Identifying and managing resistance to change

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Q & A R E S O U R C E S FOLLOW US F E E D B A C K
Housekeeping note

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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.

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Change?
• Change
“to make the form, nature, content, future course, 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?

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Projects enable change
Projects: “the most effective way of delivering change”
• Projects deliver a capability
• Change happens when that capability is adopted

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Projects and change
Change happens when:
Capability + output
Ability + stakeholder
Willingness stakeholder

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
How people react to change
Kübler-Ross Curve (1969)
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

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
How to group the reactions
Understanding
of the change
Capacity for change P a l s u l e , 1 9 9 7
THE
STRUGGLERS
THE
LEARNERS
THE
OVER-WHELMED
THE
SURVIVORS
HIGHLOW
HIGH

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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
B e c k h a r d a n d H a r r i s , 1 9 8 7
C=[ABD]>X

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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
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
K a n t e r ( 2 0 1 2 )
C o n t / …

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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
Desirability of the change – Beckhard & Harris
Kanter (2012 )

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Types of resistance and symptoms
PA S S I V E A C T I V E
AUDIBLE UNHAPPINESS
• No feedback
• Sullen silence
• 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”

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Kanter’s resistance management strategies
• Leave room for those affected by change to make
choices, get involved with planning and take ownership
• Create a sense of safety with certainty of process, clear
simple steps and timetables
• Don’t plan changes in secret – keep people informed of
what is happening
• 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

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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
• Consider gestures to heal the past before focusing on
the future
• Be honest, transparent, fast and fair – for example, one
big layoff with lots of support is better than a series of
smaller cuts

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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.
Kotter and Scheslinger (2008)
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.

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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 s tak eholders are bes t engaged by others

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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)
 Facilitating access to coaching or mentoring.

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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

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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
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W E B I N A Ri d e n t i f y a n d m a n a g e r e s i s t a n c e t o c h a n g e
Are there any questions?

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