The Science Behind Resistance to Change: What the Research Says & How it Can Help You
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Presented by Mark Jaben, MD In this webinar, you will learn: How people form opinions about the validity of continuous improvement Then neuroscience behind why it's so hard to change minds Why simply getting "buy-in" doesn't always work What you need to do to sway opinions, increase engagement, and spread improvement
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The Science Behind Resistance to Change: What the Research Says & How it Can Help You
- 1. Presenter: Mark Jaben, MD jabenmm@aol.com The Science Behind Resistance to Change: What the Research Says & How it Can Help You Host: Mark Graban KaiNexus Mark@KaiNexus.com @MarkGraban
- 2. Agenda & Logistics • Presentation (40-45 minutes) • Your Questions (10-15 minutes) –Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link and slides will be sent via email
- 4. The Science Behind Resistance To Change Mark Jaben, MD June 28, 2016
- 5. -when it comes to change, why you need them to resist -why Buy-in doesn’t work -why TPS needed TWO pillars: continuous improvement AND respect for people -why your credibility matters The Science Behind Resistance To Change
- 6. must I suffer with their resistance?
- 8. Change it’s not a problem
- 11. Why shouldn’t they resist?
- 12. Issue choice
- 13. The Inconvenient Truth- Brain is not into reality ‘The Split Brain in Man,’ Gazzaniga and Sperry, Scientific American 217(2):24-29, 1967
- 14. ‘Your misconception about the method of production adds unnecessary cost’ -Taichi Ohno
- 16. there are always options
- 18. -Change is not a problem; it is a dilemma -An ideal change must not only work, it must be workable -Each of us thinks we know just what this should be -But each of us has a view that is based on incomplete data -The missing data is not rational; it resides in the Hidden brain -There are always options
- 19. you cannot convince someone to do what you want
- 21. ‘The Price of Your Soul: neural evidence for the non utilitarian representation of sacred values’ G. Berns et al, Philosophical Transactions of The Royal Society, Mar 2012, vol. 367, no. 1589, when choices don’t match
- 23. Issue choice desired outcome options intervene here What NOT to do But exactly what we do
- 24. Instead of buyers……….. what you need are investors
- 26. Issue choice desired outcome —> Shared outcome optionsintervene here What TO do
- 27. Shared outcome sorting criteria story observed circumstances start here What TO do
- 29. - W. Edwards Deming ‘Drive out fear’
- 30. “People in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their powerless counterparts.” ‘Power Changes How the Brain Responds to Others,’ Hogeven, Inzlicht, Obhi, Journal of Experimental Psychology, June, 2013
- 31. -the brain prefers to defend its story -defending stance/dueling solutions/ dead end -to get to challenging mode, focus on shared outcome -this takes a focus on the stories -this takes surfacing the sorting criteria -this takes accessing the Hidden Brain -
- 32. you cannot read their mind
- 33. “As a leader, if I’m not getting pushback, I’m not doing my job” -Dan Florzone
- 35. 3 causes of resistance Don’t agree with the story Don’t see a way to be successful in what is proposed Don’t think it is worth the effort lack of agreement on: purpose process priorities
- 36. Respect how you deal with resistance
- 37. Curiosity your desire to want to know
- 39. “A Question of Trust” Onora O’Neill.2002 BBC Reith lecture avoid inadvertent deception unintentional coercion
- 40. What to do
- 41. credibility curiosity Ideal change respect use brain to craft the agenda, rather than defend one use brain to find the better option, rather than enforce yours
- 42. Issue choice
- 44. + issue shared outcome low less likely Credibility more likely hi resistance hi low participation
- 45. + issue shared outcome story sorting criteria observed circumstances low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation
- 46. R&D + issue shared outcome story sorting criteria observed circumstances challenging mode defending stance catalyst low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation
- 47. R&D + issue shared outcome options choice story sorting criteria observed circumstances challenging mode defending stance catalyst low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation
- 48. R&D + issue shared outcome options choice story sorting criteria observed circumstances challenging mode defending stance catalyst low less likely Credibility more likely hi credibility curiosity respect resistance hi low participation
- 49. Issue choice shared outcome options focus here for an ideal change here
- 50. resistance Recognize Reconcile Respond What do we agree on? What can we agree to do? Is it possible that…….? What doesn’t work? an example? What doesn’t work for you? Are you happy with this? Something that makes this difficult? Questions? Concerns? An Engagement Kata 1- seek the resistance 2- seek their concerns 3- check yourself 4- find the next step Am I clear with my language, terms? Misleading with my data? Misguiding with my metrics? Does my choice work and is it workable?
- 51. Mark Jaben jabenmm@aol.com Look for the soon to be released book: Free The Brain: Overcome The Struggle People And Organizations Face With Change freethebrain.com
- 54. Contact Info Q&A • Web: – www.kainexus.com – blog.kainexus.com – www.freethebrain.com • Past Webinars: – www.kainexus.com/webinars • Social media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Mark Jaben, MD jabenmm@aol.com Mark Graban KaiNexus Mark@KaiNexus.com @MarkGraban