Unit 3: Dealing with the human side of change - Supported ...

Contents – Unit 3Introduction to the unitWhy do people resist to change?What is resistance and how can you recognize it?When is a change process a resistance sensitive changeprocess?The Kotter model: implementing change while taking intoaccount the aspects that make people commit to changeConclusions2

Learners who successfullycomplete this unit will:Recognize resistance in all its formsUnderstand why people resist to change and assess theown change project on its resistance sensitivityOrganize the own change process in a way that takesinto account the aspects (of the Kotter Model) that makepeople commit to change3

The Rational and Emotional Aspects ofChange ProcessesA linear, rational process focusing on the plannedimplementation of specific changeFIELD OF TENSIONBehavioural change is an emotional cyclic process4

How people express their feelings intimes of changeperformanceSHOCK & DENYINGANGERACCEPTINGtimeNEGOTIATINGEXPERIMENTINGDEPRESSION5

A typology of resistance Cultural resistance Practical resistance Psychological resistance6

A typology of resistanceCultural resistance:‘In our family, we deal with such things differently’, or‘That comes from Brussels/London doesn't it?’, or‘Something like that will never work in our organization.’An individual is part of a social network(s) with its ownnorms and values, habits and routines. He/she will lookat every change that he/she is confronted with from thisperspective.7

A typology of resistancePractical resistance:‘Will I still be able to stop working at 6 pm?’ or ‘When Ihave to do this, I will have to come to work by car?’ or‘Isn’t this causing workload to decrease?’.People will always make a personal cost-benefit-analysisof the change. Their willingness to commit to the changeprocess will depend on the outcome of the analysis.8

A typology of resistancePsychological resistance:‘Why do you want me to change: wasn’t I doing my jobwell enough?’When you ask people to change, they will often have thefeeling that you disapprove of their current way ofworking. Therefore, it is important to put the new way ofworking next to and not above the current way.9

Means to express resistance Fighting: open, direct, active, agressiveExamples: being sarcastic, yes but – reaction, takingcontradictory actions, destroying… Escaping: hidden, indirect, passive andoften regressiveExamples: postponing, acting helplessly, being silent,denying the problem…10

A typology of resistanceExercise 1:Think of your own change process and thepeople you have to work with to implementthis change process (check your noteswith respect to the change curve). Wheredid you detect ‘resistance’? How was itexpressed? What may be the reason forit?11

High risk change processesSome change processes generate more resistance thanothers:• Change processes that affect the requirements with respect toknowledge and skills• Change processes that are associated with the loss of money orstatus• Change processes that are required by others/external factors• Change processes that entail a lot of risk• Change processes that disturb the current social relations‘12

High risk change processesExercise 2:Is implementing ‘supported employment’ ahigh risk change process? Explain whyand give as many examples as possible.13

Responding to resistance ofindividualsPatience and respectRemind people of the factsPositive confirmation of past effortsperformanceSHOCK & DENYINGANGERLet off steamDo not enter into conflictACCEPTINGtimeNEGOTIATINGEXPERIMENTINGBe determined DEPRESSIONRealize quick winsCelebrate successAim for the futureShow empathyCoach, help people comprehend,help people think clearly14

Managing structural resistance –The Kotter ModelJohn Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The HeartOf Change' (2002) describe a helpful model for understanding and managing change.Increase urgencyBuild the guiding teamGet the vision rightCommunicate for buy-inEmpower actionCreate short-term winsDon't let upMake change stick15

Assignment 1 Part 1: assessment of the ‘as-is’ situation withregard to the Kotter Model Which phases are already integrated? What goes well? What can be improved? Part 2: action plan for the ‘to-be’ situation Which phases need to be added? Specify concreteactions! Which actions need to be replaced? Integrate this in one action plan16

Assignment 1Phase Actions Impact onresistanceIncrease … …urgency … …Building theguiding team… … … … …17

“Performance Improvement Grid”START DOINGSTOP DOINGDO MOREDO DIFFERENTLY18