Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

August Community of Practice Webinar - How to manage resistance to change!

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité

Consultez-les par la suite

1 sur 21 Publicité

August Community of Practice Webinar - How to manage resistance to change!

Télécharger pour lire hors ligne

"It's not easy to change things. Things fight back." Marty Rubin

Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.

In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A

"It's not easy to change things. Things fight back." Marty Rubin

Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.

In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A

Publicité
Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Similaire à August Community of Practice Webinar - How to manage resistance to change! (20)

Publicité

Plus par Prosci ANZ (14)

Plus récents (20)

Publicité

August Community of Practice Webinar - How to manage resistance to change!

  1. 1. Presented by: Vicky Emery General Manager, Being Human Prosci Advanced Instructor Change Community of Practice Webinars Working with Resistance
  2. 2. Introducing Being Human • Founded in 1993 • Our mission: develop change-capable people and organisations to achieve the benefits of change • Prosci Primary Affiliate Australia and New Zealand since 2006 • Support at project level: Prosci- Certified Change Managers to support projects and Change Practitioners • Build skilled application: Prosci Advanced Instructors – deliver programs for Change Practitioners, Project Managers, Executives, Managers and Employees • Build Enterprise-wide change capability & Change Portfolio Management - consulting and contracting 2
  3. 3. Agenda • What does resistance look like and what are the impacts? • Where does it come from and what are the reasons? • What does Best Practices Benchmarking Study say about resistance and how to manage it? • Top 5 Tips - Advice for Change Practitioners • Close 3
  4. 4. Prosci® Flight Risk Model Time Increasingresistancedecreasing productivity With change, expect a decline in productivity and an increase in resistance. 1st Communication or 1st Rumor Productivity loss Employee dissatisfaction Passive resistance Turnover of valued employees Tangible customer impact Active resistance Opt-out of the change
  5. 5. Multiple changes within the organization aggravate and compound this risk. Prosci® Flight Risk Model 1st Communication or 1st Rumor Project 1 Project 3 Project 2 Tim e Increasingresistancedecreasing productivity
  6. 6. What does resistance look and sound like? Covert resistance • Schedule gets drawn out through late decisions • Deliverables run late • Discussion – lots… • Low participation • No-shows at key meetings Overt resistance • Refusal to adopt the change • Industrial Action • Sabotage of the change or organisation • Loss of staff or clients 8
  7. 7. Most Resistant Group? 9 5% 14% 49% 28% 4% 0% 10% 20% 30% 40% 50% 60% Executives and Directors Senior-Level Managers Middle-level Managers Front-line Employees Other Percentage of Respondents 2016 Best Practices in Change Management Report – 9th Edition. Prosci Inc copyright 2016.
  8. 8. The Top Reasons for Employee Resistance Lack of Awareness of Why a Change is Needed1 Change Specific Resistance2 Change Saturation3 Fear4 Lack of Support From Management or Leadership5 p164 2016 Best Practices in Change Management Report – 9th Edition. Prosci Inc copyright 2016.
  9. 9. The Top Reasons for Manager Resistance Organizational Culture1 Lack of Awareness and Knowledge About the Change2 Lack of Buy-in3 Misalignment of Project Goals and Personal Incentives4 Lack of Confidence in Their Own Ability to Manage the People Side of Change5 p166 2016 Best Practices in Change Management Report – 9th Edition. Prosci Inc copyright 2016.
  10. 10. What Drives Resistance? 12 The enablers or elements that may create a desire to change include: Hope in future state Trust and respect for leadership Incentive or compensation Ownership for the future state Acquisition of power or position Career advancement Affiliation and a sense of belonging Enhanced job security Imminent negative consequences Discontent with the current state Fear of job loss
  11. 11. When does it happen? 13 17% 9% 5% 2% 11% 54% 65% 63% 50% 49% 19% 19% 28% 39% 12% Initiation Planning Design Implementation Closure Resistance During Each Stage of the Project Lifecycle No Resistance Little or Some Resistance Significant Resistance 2016 Best Practices in Change Management Report – 9th Edition. Prosci Inc copyright 2016.
  12. 12. 14
  13. 13. Tip 1: Stay connected & use your network to spot resistance • You can’t do this work from your desk – develop healthy channels: • Managers • Change Champions • Customers • Have regular check-ins with Managers – help them spot it, too • Are you still hearing ‘why?’ Check your cascades • Are current communication channels and methods working? 15
  14. 14. Tip 2 – Don’t take it at face-value, dig into it • Understand what the resistance is really about • What reasons are people using to delay/stop the change? Look deeper… • Look deeper, look for patterns • How is it a ‘clue’ about what is really important to this group or this person? • Is what you are seeing part of the culture – is it helping or not? Is changing the culture part of the targeted outcomes for this change or not? How do you work with it? • See Tip 1! Use your network to validate the concerns 16
  15. 15. Tip 3: Act quickly • Reconfirm the big picture before moving into local impact • Have examples of the impact for that team or person – including the hard news • Share examples of how other teams or people have dealt with the concern • Acknowledge the history and impact of past changes • Do not promise what you cannot • Acknowledge shift • Get the right person to have these conversations • What if they are right? 17
  16. 16. Tip 4: Invest in Maintaining Desire 18 Managers cannot dictate or control an employee's desire to change. Employees choose. However, that does not mean that managers are powerless to manage change. • Best approach for building and maintaining desire? Sponsorship – at all levels • Check your layers and cascades • Be clear on your role and that of the Sponsor • Build regular check-ins and lots of two way loops – awareness and desire building isn’t just for the beginning! • This is the most time-consuming element, the most critical and has the most pay-off
  17. 17. Tip 5: Share the Wins! • Socialisation is big! The power of collective wisdom • Use information from any ‘pilot’ up front • Get and share the data – how are other people actually adopting the change? Share staff and customer stories • Give people the information they need to make the choice to support the change - continually • How can you use former detractors? • Leverage the enthusiasm people have for the results they have achieved or the outcomes for them 19
  18. 18. More info beinghuman.com.au • Free Prosci Webinars • Free Change Community of Practice Webinars Prosci • prosci.com • portal.prosci.com 21

×