Transformational Change – Workshop 3 (Transcending Resistance)
The Appleton Greene Corporate Training Program (CTP) for Transformational Change is provided by Ms. Ruta Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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To be advised.
MOST Analysis
Mission Statement
When it comes to transformational change, dealing with resistance is not a matter of “if” but rather of “when”. It is one of the most challenging change management issues. This workshop will take a deeper dive into the psychology of change, the change curve, and gaining an awareness on the inevitability of leaders, managers, employees having to face resistance and fear in transformational initiatives. Participants will become familiar with the power of the subconscious mind, on people’s basic needs to feel secure and safe, and when they feel threatened consciously or subconsciously, how resistance shows up. Participants will be introduced to organizational change models for navigating through various levels of emotional and rational resistance in organizational behaviour, often involving distraction, dissuasion and alarm techniques, with strategies on how to help transcend the fear or resistance at each stage and mitigate risks of potential adverse reaction, inaction or sabotage. A key goal will be to use the training as an example of how to provide a safe space to lift the veil on limiting emotions, addressing fear respectfully and authentically, being transparent about the overall change, realigning focus to the vision and rewards of the change initiative, leading with emotional intelligence and making available professional support (coaching, human resource specialists) where appropriate. The workshop will provide tips on how to stand firmly yet respectively in the face of leading change, being open and honest, and communicating often, early on, well and with integrity. Attention will also be placed on the attributes of a caring organization, the importance of values and ethics, training and development of new competencies and skills, and ensuring fair and equitable treatment for all.
Some of the case work/group discussion will be on understanding shifting paradigms experientially — by looking at change through two lenses – the paradigm of fear and the paradigm of abundance, and how the paradigms can interchange often during the change journey triggering different behaviours. The workshop will explore the emotions associated with each to provide insights into how the transformation is perceived. Key to managing transformational change is to be aware of what is unfolding in the present, recognizing the paradigm of fear when it surfaces and how to bring back focus to the vision, the art of possibility and achievement of vision in a spirit of positivity and abundance.
Objectives
01. Ignoring Resistance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Common Causes: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Emotional Aspect: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Identify Signs: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Manager Resistance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Change Tolerance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Transcend Fear: departmental SWOT analysis; strategy research & development. 1 Month
08. Listen First: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Change Models: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Trust: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Support: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Resistance Benefits: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Ignoring Resistance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Common Causes: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Emotional Aspect: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Identify Signs: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Manager Resistance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Change Tolerance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Transcend Fear: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Listen First: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Change Models: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Trust: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Support: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Resistance Benefits: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Ignoring Resistance.
02. Create a task on your calendar, to be completed within the next month, to analyze Common Causes.
03. Create a task on your calendar, to be completed within the next month, to analyze Emotional Aspect.
04. Create a task on your calendar, to be completed within the next month, to analyze Identify Signs.
05. Create a task on your calendar, to be completed within the next month, to analyze Manager Resistance.
06. Create a task on your calendar, to be completed within the next month, to analyze Change Tolerance.
07. Create a task on your calendar, to be completed within the next month, to analyze Transcend Fear.
08. Create a task on your calendar, to be completed within the next month, to analyze Listen First.
09. Create a task on your calendar, to be completed within the next month, to analyze Change Models.
10. Create a task on your calendar, to be completed within the next month, to analyze Trust.
11. Create a task on your calendar, to be completed within the next month, to analyze Support.
12. Create a task on your calendar, to be completed within the next month, to analyze Resistance Benefits.
Introduction
Employee resistance to change is one of the perplexing and stubborn issues that corporate executives deal with. Such resistance may manifest itself in a variety of ways, including persistent output reduction, an increase in “quits” and transfer requests, recurring disputes, glum hostility, wildcat or slowdown strikes, and, of course, the expression of numerous illogical justifications for why the change won’t work. Even the smaller manifestations of this resistance might cause issues.
Executives all too frequently “explain” change resistance by using the cliche that “people oppose change” and never take a closer look. But industry must always undergo changes. This is especially true of the crucial “small” changes that regularly occur, such as adjustments to working methods, customary office practices, the placement of equipment or workstations, and staff assignments and job titles.
None of these adjustments garners much attention, but taken together, they are mostly responsible for our rise in productivity. Although they are not the spectacular once-in-a-lifetime technology revolutions that result in widespread job losses or the obsolescence of conventional skills, they are still essential to the development of businesses.
Does this mean that corporate management will always have the difficult task of “pushing” change down the throats of people who are opposed to it? No, is the response. The article’s thesis is that individuals don’t generally oppose technological change, and the majority of what opposition there is is needless. We’ll discuss points such as:
1. Getting the people concerned to “participate” in the change is a solution that has gained popularity for dealing with resistance to change, but practically speaking, “participation” as a technique is not a useful approach for management to think about the problem. In fact, it might cause problems.
2. Understanding the underlying nature of resistance is the solution to the issue. Actually, the change in their interpersonal interactions that frequently comes along with technical change is what employees typically reject, not the technical change itself.
3. Because staff specialists are so focused on the technical details of novel concepts, they often have certain blind spots and attitudes that lead to resistance.
4. Management can act decisively to deal with these employee attitudes in a positive way. The measures entail stressing new performance requirements for staff specialists, encouraging them to think differently, and utilizing resistance indicators as a practical warning signal for timing and directing technical changes.
5. In meetings of staff and operating groups where change is being discussed, top executives can also make their own efforts more successful. They can achieve this by focusing instead on what the discussion of schedules, technical specifications, work assignments, and other data suggests about developing resistance and receptivity to change.
How to Overcome Change Resistance
Within your company, you can depend on at least two things. Change is the first, and certain employees inside your business will fight against it, is the second. However, since long-term growth frequently depends on your organization changing over time, it’s crucial that individuals in your company learn to welcome change and encourage others to do the same. It’s simpler to overcome opposition when you walk folks through the full process from start to finish.
We observe leaders who are dedicated to bringing about positive, organizational-wide improvements in our work with organizations. These modifications could involve enhancing systems and procedures, introducing fresh technology, and adapting to societal and economic changes. These are the kinds of adjustments that offer the organization and its employees the chance to grow.
“You need to be ready to assist your team members in overcoming resistance if you want to benefit from the positive pressure of change.”
Innovation and development are driven by change. It necessitates routine adjustments to your business operations in a setting that is always changing. You need to be ready to assist your team members in overcoming resistance if you want to benefit from the positive pressure of change. Most of their aversion to change stems from a fear of the unknown and a worry of losing something as a result of the change.
Here are some resources that you and the other organizational leaders may utilize to create a team that is adaptable, self-assured, and trustworthy that sees change as an opportunity for progress.
Here are some resources that you and the other organizational leaders may utilize to create a team that is adaptable, self-assured, and trustworthy that sees change as an opportunity for progress.
Utilize Effective Communication to Overcome Resistance to Change
In order to address everyone affected by the shift’s dread and sense of loss, very effective communication is necessary to overcome resistance to change. Many people experience anxiety whenever there is change or simply the threat of change. Their feeling of psychological security can be jeopardized. Some people may react emotionally out of fear for what they might lose as a result of the shift.
Neuroscientist David Rock created the SCARF model to define five areas of social experience in order to more accurately understand this process. Organizational changes can cause powerful emotional reactions when we are focused on what we might lose as a result because we react to social threats in the same way we might react to physical threats. This results in a decline in motivation, an inability to focus, and lower productivity at work. None of these will assist you in reaching your objectives.
Here is an explanation of the SCARF approach and how to use it in your company.
The SCARF Approach:
Status is a term used to describe how people perceive themselves and how others perceive them. You may elevate status by giving them the chance to gain new skills and a platform to share their knowledge with others. Or, acknowledge their contributions and ideas.
Certainty is a term used to describe a person’s level of assurance over their future course of action. Setting clear standards and guidelines will help people feel more secure of their roles and their place in the organization, regardless of what may be going on outside of their personal workspace.
How much control individuals believe they have over their surroundings is referred to as autonomy. Allowing workers to choose their own working hours, decide how a specific task will be accomplished, or even have a say in the project’s timeframe or team will boost their sense of autonomy.
The term relatedness describes how people feel about one another and the organization as a whole. By involving individuals in the development of your organization’s vision and in how you explain the future in a way that includes everyone, you can foster relatedness.
The term fairness describes how just people believe decisions affecting them to be. Their perception of fairness and their level of trust in you grow when you live up to expectations or keep your word. A stronger sense of justice at work is facilitated by paying employees according to their talents and being open and honest about priorities and decision-making.
Change and the Fear of the Unknown
In order to make the shift less about loss and more about the opportunity for progress, it can be helpful to examine the stages of transition that people experience when faced with change. To examine how businesses manage change, Transcend has modified the linear Bridges Transition Model.
The Endings: In a time of transition, letting go is the first step in overcoming resistance to change. Leaders should first concentrate on the case for change in this phase, which is known to as “the endings.” Why is the shift taking place? What would happen if nothing changed? What better future will this shift enable?
People need to consider the past and deal with their feelings of loss during this phase, when emotions are at their peak. Your management teams have a chance to use emotional intelligence in this situation. They ought to be honest about their worries and all the hard work that has gone into the current style. By paying homage to the past, leaders can help the organization enter the neutral zone and reduce the resentment and sense of loss. They ought to depict the future and how members of their organization will work to create it. Everyone is hence better able to recognize themselves as an integral part of the end result and feels more appreciated.
The neutral zone is the state that people reach after accepting their losses. This stands for the area between lamenting a defeat and celebrating a win. The modifications are not yet entirely functional. People are now torn and trying desperately to hold on to the past while yet finding it difficult to accept the new.
Here, it is crucial to make sure that the staff members in your firm feel encouraged as they pick up new abilities, procedures, and identities. Pay attention to their issues and points of discomfort. Look for answers that can help you solve these issues swiftly. Establish short-term objectives that will boost confidence and offer frequent feedback so they can track their daily improvement. With this support, they will be able to go on to the last phase of overcoming change resistance.
New Beginnings: In this last stage, people start to actively work toward the organization’s new vision as they learn to accept change. It is crucial to rejoice early and frequently at this period. This promotes development and builds momentum in the right directions. Celebrate the team’s accomplishments by rewarding growth and make sure everyone understands their contribution to the team’s long-term objectives. Small failures and fresh obstacles may cause people to revert to earlier phases if success is not sufficiently acknowledged.
Smooth Transitions Aid in Overcoming Change Resistance
The models mentioned above offer some helpful methods for overcoming change aversion. The Three Es: Explain, Engage, and Expect, are a framework for action that can aid in supporting the transition from resistance to receptivity.
First, let everyone know why the new adjustments are crucial and how they will benefit the company. This encourages loyalty to the company and gives individuals a goal to work for. Set forth the reasons why a change is required or unavoidable, as well as the effects of not implementing the change.
The next step is to involve everyone in the process, particularly those who will be most impacted. The source of fear is typically the unknown. Be open with them and provide a thorough justification of the procedure. Encourage their opinions and give them as much power as you can. Allow them to contribute to the development of the change and its implementation. Most folks will feel more at peace just by hearing this.
Set expectations for what is expected of them before, during, and after the transformation process. As a result, their demand for predictability will be supported, they’ll feel more a part of the long-term strategy, and their chances of success will rise. Creating a positive vision for the transformation can inspire the business to pursue exciting new objectives and rekindle its sense of mission.
Finally, keep in mind that creativity is fueled by change. By using the constructive pressure of change, you may assist your team members in overcoming change aversion and creating a competitive advantage. How well your business embraces change and engages people may determine how well it grows over time. Exercise your change management skills and lead them from start to finish.
The Administrator’s Function
What about how senior executives approach their own jobs, which require bringing about change and dealing with issues of resistance?
Of course, one of the most crucial things an executive can do is to interact with staff members in a manner similar to how staff members should interact with operators. An executive must understand that employees also resent social change.
The way administrators view their role in organizing the work of the many staff members and line groups participating in a change is what matters most. Does an administrator view these tasks as largely including follow-up, delegation, and pressure-applying when performance is subpar? Or does the CEO consider them more as a means of fostering understanding and communication between parties with divergent viewpoints, such as, say, a staff engineering group and a production group that disagree on a change they are both involved in? An examination of management’s real experience indicates that the latter is the more successful theory of administration.
This doesn’t mean that executives should spend their time talking about the human challenges of change in general with the many parties involved. Schedules, technical details, task assignments, and other topics should be discussed. But they should also pay great attention to the messages that are being exchanged when these subjects are discussed. Executives will discover that individuals—both themselves and others—are constantly posing and answering questions like, “How will she handle criticism?” What information can I afford to give him? Does she actually grasp what I’m saying? Is he being facetious? The responses to these questions reveal the level of openness and understanding between the parties.
Administrators will perform better when they are concerned with these issues and take steps to promote understanding because there will be less squabbling and a stronger sense of unity, fewer words and better comprehension, less fear of criticism and a greater ability to accept it, less whining and a greater focus on specific issues, in other words.
Is Participation Sufficient?
Lester Coch and John R.P. French, Jr. conducted an initial investigation in a garment factory, and merits special attention since it is the most thorough investigation into the phenomena of change resistance ever conducted in a manufacturing environment.
Case Study
Four different groups of manufacturing workers who were paid on a modified piece-rate basis participated in the two academics’ investigation. A little modification to the work process was implemented differently for each of these four groups, and the outcomes were carefully monitored to determine whether resistance issues materialized. Regarding efficiency evaluations and levels of cohesion, the four experimental groups were fairly comparable; in each group, the suggested alteration altered the standard work routine to a roughly equal extent.
The first group was subjected to the work change using a technique the researchers referred to as “no-participation.” This small group of operators was summoned into a room where several staff members informed the participants that a modest modification in working practices was required. The staff members then thoroughly discussed the change to the operators and provided them with a list of justifications. The operators were then told to use the new procedure when they returned to their jobs.
A “participation-through-representation” method, a version of the strategy utilized with the third and fourth groups that proved to be of little relevance, was used to expose the second group of operators to the work change.
The third and fourth sets of operators were both “totally included” into the job change. Each operator in these groups had a meeting with the relevant staff members. The employees eloquently illustrated the need for cost-cutting. There was broad consensus that some savings could be realized. Then, the groups talked about how to streamline processes and enhance current working practices. When the new working procedures were decided upon, all the operators received training in them, and the time-study personnel observed each of them in order to determine a new piece rate for the job.
Research conclusions
The effects obtained by the various techniques of making this modification were found to be in sharp contrast, according to the researchers:
Group #1, the no-participation group, and Groups #3 and #4, the total-participation groups, showed the most pronounced differences. Group #1’s output immediately decreased to around two thirds of its prior output rate. For the first 30 days after the adjustment was made, the output rate remained roughly at this level. “Resistance started practically quickly after the shift happened,” the researchers continued. There were overt displays of antagonism toward management, including disagreements with the methods engineer, hostility toward the supervisor, intentional production limitations, and a lack of collaboration with the manager. 17% of people gave up in the first 40 days. Piece rates were the subject of complaints, although a rate check revealed that it was a little “loose.”
• Groups with the highest total participation—In contrast to this record, Groups #3 and #4 displayed a lower initial output decline and a very quick recovery that not only restored the prior production rate but also exceeded it. There were no indications of antagonism against the employees or the supervisors in these groups, and there were no resignations during the experiment.
Evaluation of the outcomes Without delving into all the conclusions the researchers reached in light of these tests, it is fair to say that they came to the conclusion that opposition to technique changes may be overcome by involving those affected by the change in its creation.
Although this was a very helpful study, the manager of a factory may still be troubled by the results and wonder what direction to take. The issue is with the word “participation.” It is an old word. It is frequently seen in business journals and frequently mentioned in management debates. In fact, it has virtually become accepted wisdom in management circles that involving employees in change initiatives is a good thing.
However, involvement cannot be fabricated or produced in a controlled environment. Obviously, you cannot purchase it in the same manner as a typewriter. Industrial engineers, accountants, and other staff members cannot be hired if they already have the potential “to get participation.” It’s questionable how useful it would be to gather a bunch of managers and employees and sternly tell them to “get in there and start participating.”
Participation is more than just being summoned to participate in talks; it’s a feeling that people have. People are more likely to respond to how they are typically treated, such as as people whose ideas are respected because they are recognized for their own worth, than to the ruse of being summoned to a meeting or being asked some carefully considered questions, common sense would imply. In truth, many managers and employees have had unpleasant interactions with executives who have heard about participation and adopted it as a new psychological ploy for convincing others that they “want” to follow instructions—a surefire method to sweeten an otherwise bitter pill.
Therefore, the issue of how to obtain this thing known as participation still exists.
Executive Summary
Chapter 1: Ignoring Resistance
According to Fortune 500 leaders, the biggest cause for change failure was opposition. And, according to 80 percent of chief information officers, the biggest reason for technology project failure was resistance, not a lack of technical expertise or resources. That soft, touchy-feely, human reaction of resistance is important.
However, these figures are only partially correct. The major cause for change failure is not resistance. The actual issue is that leaders plan and implement large changes in ways that generate resistance, apathy, and inertia.
For example, an executive may declare that the company will be restructured beginning next week. Employees and intermediate managers start to object. As the project progresses, executives witness resistance in a variety of forms, including malicious compliance, confrontational arguments, and even sabotage. The executives respond by accelerating the transformation. After that, they make demands.
Employees intensify their opposition, and the adjustment either fails or runs significantly over budget and past deadlines.
Is this a situation you’ve heard before? If this is the case, you are not alone. Here are some things to think about.
You Must Understand What Causes Resistance to Change
The definition of resistance lies in the eye of the beholder. People who are resisting often do not recognize what they are doing as resistance; rather, they regard it as survival.
Change resistance is a reaction to how a change is being implemented. There are no natural “resistors” waiting to derail otherwise perfect designs. People resist as a reaction to something.
Resistance keeps individuals safe from danger. If you’re a beginner downhill skier, resistance prevents you from taking the chair lift to the top of Bodycast Mountain. In an organization, resistance prevents you from saying “yes” to a task that you believe will end your career. People aren’t dopes, after all.
The better we understand what creates opposition, the easier it will be to gain support for our views. In other words, understanding opposition is understanding the flip side of the coin – support for change.
Chapter 2: Common Causes
Why do people object to change? Change is a natural and human response, but it is far more than an emotional issue. It is our role as change management practitioners to understand the fundamental causes of resistance within teams so that we can assist people in moving through their individual transitions and successfully implementing crucial changes.
Why Do Employees Resist Change?
Although there are several causes of employee resistance, Prosci research identifies five key reasons:
1. Lack of awareness about the reason for change
2. Change in job role
3. Fear of the unknown
4. Lack of support from or trust in leaders
5. Exclusion from change-related decisions
Inadequate awareness
Employees are most resistant to change because they are unaware of the objective and reason for the change. This is due to the organization’s failure to explain change details and business reasons, as well as a lack of clarity about employee roles in change success. When employees are unable to answer the question, “What’s in it for me?”
Change in Role
When changes are required in an employee’s function, resistance emerges. Workload increases, job description changes, or additional behavioral requirements are examples of these. Employees who are obliged to change roles frequently lack the enthusiasm to learn a new system or technology. Others are concerned about the amount of time it takes to implement changes, a lack of incentives, and a loss of autonomy and control. When an employee loses authority, prestige, or identity, he or she may become resistant.
The Fear Of The Unknown
Fear, particularly fear of job loss and decreased pay, is a primary source of employee resistance. Uncertainty regarding their personal future and the future of the company arises as a result of failed adjustments in the past. Employees become unsure of their ability to function successfully with new technology, are concerned about changes in company culture, and are concerned about the likelihood of more evaluation and monitoring. Because of their familiarity with the old methods of doing things, employees with longer tenures dread change more than newer employees.
A Lack Of Management Or Leadership Support And Trust
Employee resistance to change is of such a character that people managers and leaders can impact it. Managers frequently show greater opposition to and support for change. Employee behaviour and support for the change are directly affected by bad role modeling. Employees who lack trust in senior leadership and are concerned about a connection with or inadequate support during the transition process are likewise more resistant.
Exclusion From Choices Concerning Change
Employees who are not involved in the decision to change or the formulation of solutions are more likely to oppose change. Front-line employees frequently feel unheard, frightened, betrayed, caught off guard, or targeted by the change. Employees want to be a part of the process of preparing, equipping, and supporting people, as well as helping to sequence change. Transparency and communication during the planning process are critical in combating this resistance.
Chapter 3: Emotional Aspect
Resistance to change in companies is well-known, while resistance to personal change is a less well-known topic, despite its importance.
The concept of resistance to change in psychology relates to persons who are suffering emotional distress as a result of a transition or change that is taking place.
Resistance to individual change was simply analyzed as a motivational problem during the early years of psychology. As a result, it was assumed that removing this resistance would be sufficient to persuade the individuals to motivate themselves.
We now understand that when someone is resistant to change, there are various issue areas that are related to personality traits, life tales, or the current situation. From this vantage point, resistance to personal change is a fantastic opportunity to examine ourselves.
In truth, we can feel driven to change, but if anything is holding us back, such as fear, motivation will not suffice to overcome the resistance. As a result, change is always an opportunity to rediscover oneself.
The cycle of personal reluctance to change
Kubler-Ross proposed an emotional cycle that people go through while they are mourning, but it also applies wonderfully to any other form of change in life that we struggle to accept.
1. The shock phase. It is the state of paralysis or initial block that we experience when we first expose ourselves to the possibility of change. In this situation, we normally do not respond, leading others to believe that we have freely accepted the transition, but what is actually happening is that our emotional system has “frozen.” Our reasoning mind has yet to understand the alteration and its implications. We may face an anxiety crisis or other physical symptoms depending on how far we carry it.
2. The negative stage. At this point, we deny the shift, which entails closing our eyes to reality and any proof that transformation is required or is taking place. Normally, we go about our lives as if nothing had happened, with the mistaken belief that the urge to change has vanished. This is because by returning to our daily routines, we regain a sense of control.
3. The wrathful phase. When we can no longer deny change, the most common reaction is rage, frustration, and anger. All of the sentiments that were suppressed during the previous phases emerge during this phase. At this point, we usually wonder, “Why should this simply happen to me?”
4. The negotiation phase. It is a stage in which we will try to discover a way out, but it will usually be futile because we are still attempting to change. We haven’t accepted the modification yet, but we’re looking for a “way” to avoid it.
5. The depressive phase. We have now accepted that change is unavoidable. However, we do not accept it and may become melancholy or irritated as a result.
6. The test phase. It is a stage in which resistance to change is gradually fading as we recognize we must act. Then we begin to seek practical solutions and new coping strategies that are appropriate for the situation. At this point, we start modest experiments that bring us closer to change and allow us to see it from a different angle.
7. The acceptance phase. It is the final stage in which we seek to restore the balance that was lost as a result of the alteration. We discover and adopt new adaptive behavior models that assist us in rebuilding our identity in new conditions.
Chapter 4: Identify Signs
The first step in overcoming resistance is to identify the indications and symptoms of resistance to change. However, the issue with resistance is that it is difficult to identify.
Because the indicators of resistance to change are not obvious. Sometimes the indicators are obvious and obvious, but other times they are buried and covert. If change leaders can detect these warning signs early, they will be more likely to handle resistance before it becomes entrenched.
Identifying indicators or symptoms of change resistance does not explain why people resist change. Change leaders must understand the distinction between symptoms and causes and avoid conflating the two.
There are eight prominent signals when employees resist change, according to existing research and practitioner experience.
Let’s take a look at each of these.
1. Loss of interest in change
Employees begin to avoid new assignments as the first symptom of resistance to change. They are uninterested in new assignments and stay indifferent to change.
2. Absenteeism
Employees that arrive late or are absent from work are a common sign of resistance. Employees typically come on schedule and are timely and consistent at work.
3. Job transfers
The vast majority of employees see organizational change as a threat. They are terrified of losing their jobs and their current place in the organization. They begin making requests for job transfers in attempt to secure their employment or position.
4. Lack of productivity
Low productivity is the most telling evidence of reluctance to change. Employees will be less productive at work if they are not inspired to adopt new working methods or roles and responsibilities.
5. Gossip
Gossip is a normal way to expressing discontent with change. When there is animosity in the air, employee chatter increases. They frequently lack a suitable platform or channel through which to express their views on change.
6. Gap in communication
Poor communication might sometimes indicate aversion to change. When employees oppose change, they become unresponsive to correspondence and information sharing. They are uninterested in what is said in meetings or other formal avenues of communication.
7. Energy consumption
Employees who are resistant to change exhibit low morale and energy. They become drowsier and less inspired to take on the demands of new working methods.
8. Decision making delayed
Unnecessary deliberation is also a sign of resistance to change. Employees start taking longer to make day-to-day decisions about their jobs.
Chapter 5: Manager Resistance
Resistance to change is frequently mentioned in the field of change management as if it solely applies to individuals below senior management, however this is simply not the case. ALL personnel, from the CEO to the line worker, experience resistance. Indeed, the early stages of transformation projects frequently require weeks or months of meetings in which senior executives work through their personal objections. These sessions are frequently characterized by heated debates about what needs to change in the organization, why it has to change, and how it will change. These discussions frequently contain extensive political posturing as executives attempt to maximize their own organization’s own gain from the move. Once all of this is settled, senior management announces the transformation effort to the organization as if they have always been in sync.
When employees do not quickly accept the announced change, senior managers characterize their conduct as resistance and are surprised that it occurs. They have, of course, forgotten their own months of agonizing resistance and what it took to overcome it. That’s good, but let’s be honest. All individuals, including top executives, are resistant to change. It’s entirely natural. It’s to be anticipated. And it must be considered while planning, designing, and implementing change.
As a change agent or consultant, you must provide employees the same opportunity that top management had to overcome their own obstacles. The “other” employees, like the executives, should be given the opportunity to discuss and dispute the change issues, as well as be asked for their feedback. Of course, not everything they want and feel will be accommodated, but the process of asking, listening to, and considering their perspective will substantially diminish their resistance. This can be accomplished through big group meetings, town halls, work teams, one-on-ones, or virtual discussion boards, with the knowledge created being directed directly back to the change leaders in charge.
Let us begin with the first question: why do senior and line managers resist change? There are various reasons. The most relevant are:
• They feel left out
• Increased workload
• Negative influence on their role
• Impact on their team
• Failures in the past
Chapter 6: Change Tolerance
Tolerance for change and uncertainty refers to an organization’s or society’s ability to adapt to changes in trends or modes of operation.
A person is said to be change tolerant if they swiftly accepts and adapts to positive new developments and positions themselves mentally and emotionally such that such changes do not negatively affect them.
Organizations frequently change their ways of operation; for example, replacing an old manufacturing plant with a modern one, diversifying their companies, and so on. When such technological and economic shifts occur, workers must quickly adjust to the changes.
Change does bring with it some uncertainty. Uncertainty has the ability to demoralize a worker, lowering their work rate and efficiency. It is essential that you learn this ability in order to avoid similar incidents in your work.
The Significance Of Change Tolerance And Uncertainty Skills
You must learn this talent whether you are a manager or an average employee, an entrepreneur or an investor, a leader or a follower in an organization. Changes and uncertainty, no matter how wonderful or horrible they are, are unavoidable aspects of our environments and communities; you should learn to live with them.
As an entrepreneur or investor, you will encounter new possibilities and risks on a regular basis. To guarantee that your firm survives these changes, you must be prepared to deal with them when they arise.
Rather than fleeing when changes or issues happen, persons with this talent and mindset see the need to deal and adapt to them. As a result, they are more creative and innovative than their peers. It also enhances your self-esteem.
How to Improve Change Tolerance and Uncertainty Skills
It is worth emphasizing that humans have an inherent aversion to change. We become accustomed to things because we have done them for a long time, and shifting from them is difficult. Many people believe that this is not a natural skill, but whether it is or not, it is one that can be learned and developed.
• Be prepared to face changes and uncertainty in order to improve this talent. Surprising changes have a greater impact. People often express that they were surprised by something. Expect anything in this incredibly unpredictable world. Prepare yourself to confront whatever future obstacles may arise, and prepare (study and develop) yourself to deal with them when they arise.
• Be slow to pass judgment. We are frequently ready to evaluate, criticize, and condemn something or a new development. Learn not to pass harsh judgment or criticism on fresh ideas before giving them a chance.
• Always be optimistic. Fears and concerns about something weaken your spirit, influence you emotionally, and can lead to poor work performance. Instead of worrying about problems that might or might not happen, consider pleasant memories and positive thoughts about the future.
Chapter 7: Transcend Fear
Fear can be confused with resistance.
There are several typical worries that can be misinterpreted as opposition to change. Instead of labeling all anxieties as “resistance,” recognize them and address the source of the concern.
Here are a few examples of fears that resemble resistance:
The fear of the unknown
When we don’t have enough knowledge about a shift and are required to take a “leap of faith,” we don’t know what to expect. This can cause a great deal of anxiety.
Failure apprehension
This dread, combined with the need for perfection, causes us to be concerned about not getting things correctly. It stands to reason that the greatest way to avoid the agony of failure is to do nothing at all.
Nonetheless, failing is the only way to succeed.
Consider how many light bulbs failed before Edison discovered the one that worked. Successful people frequently have a history of failed attempts. It’s how we learn.
The fear of success
According to Marianne Williamson, “Our greatest worry is not that we are insufficient. Our deepest fear is that we are infinitely powerful. It is our light, not our darkness, that scares us the most. We wonder, who am I to be clever, beautiful, talented, and fabulous?”
It’s as if we don’t think we deserve to be successful.
Anxiety might result from being concerned about one’s success. We have preconceived notions about what successful people are like, and we are afraid that if we are successful, we will become like them. We fear losing friends or exploiting people, for example.
To lessen our fear of change, we must understand and adhere to our beliefs.
Fear of losing
Loss is frequently associated with change. Change can mean losing friends, our job, or even our parking spot! Other losses are less visible, such as the loss of familiar routines or items that define who we are (like a job title, or a position).
Fear of upsetting others
Life coaches are taught to consider the effects of change on those close to their clients. This is due to the fact that change might have a knock-on effect on others.
Of course, change can be beneficial. However, the fear of upsetting others can severely limit our actions. I’ve had clients forgo promotions rather than cope with negative feedback from others.
Fear of stepping out of one’s comfort zone
We are creatures of habit, whether we like it or not. We prefer routines and dislike being confronted with the unfamiliar.
Comfort zones may be safe, but they prevent us from growing or experiencing new things.
Chapter 8: Listen First
An employee listening strategy is an integrated approach to understanding employees’ experiences. This strategy entails involving employees, soliciting input from them, and improving the business by implementing their suggestions. The goal is to accomplish this while adhering to the company’s objectives and mission.
It is more than merely distributing surveys. It entails changing the company’s culture by acting in such a way that employees feel heard and respected. An employee listening strategy must begin at the top, with top-level management and HR implementing it. To implement these strategies, everyone in the agency must work together. It is implemented from the top down.
How Does One Create A Strategy?
When designing an employment listening strategy, you must consider your entire firm, including your goals and objectives. This might assist you in determining the questions to ask and the type of feedback you are most likely to obtain. It is most beneficial when the feedback is relevant to your organization. When deciding which approaches are best for your firm, you should analyze all viable strategies and ensure that any ones you choose work well for your organization overall.
It may just take a few weeks to implement these methods, but it is a continuous process. You can’t just declare you’ll ask questions once and call it a day. It is a continuous process of soliciting feedback, analyzing the response, and making improvements. The entire process is then repeated. It is critical how you begin your plan and implementation. You must develop a strategy and map for the surveys. Then you must compile the information you have gathered and decide how to proceed. The trick is to make genuine adjustments, or you will lose all of your personnel.
How Can You Get Staff To Provide Feedback?
You can’t ensure that staff will answer your queries and provide useful feedback. If you communicate to your employees that their feedback is valuable and encourage it, you must listen to them to demonstrate your sincerity. They will notice that you are devoted to listening and making changes once you start modifying based on their concerns.
Chapter 9: Change Models
The ADKAR Change Management Model Is A Powerful Tool in Your Toolbox
Leaders of corporate sustainability efforts have shared that they are looking for ways to help their organizations not only set goals and develop tracking systems, but also design the people-centered processes that will help establish roadmaps, galvanize support (and hoped enthusiasm), and minimize disruption to ensure success.
The ADKAR change management paradigm is a well-established and widely accepted outcome-oriented strategy for reducing opposition to organizational change. It was developed by Prosci’s creator, Jeffrey Hiatt, and is known as the Prosci change management technique.
What exactly is Kotter’s 8-Step Change Model?
The 8-step change model developed by John Kotter is a common paradigm for successfully executing organizational change that is utilized in a variety of industries. It was introduced in his book “Leading Change,” which was based on years of study that found only a 30% possibility of successful organizational change implementation.
Change might manifest itself in the shape of new technology, mergers and acquisitions, new strategies, cultural shift, and so on.
What are Kotter’s Change Model’s eight steps?
1. Instilling a Sense of Immediacy
2. Forming a Guiding Coalition 3. Creating a Vision and Strategies
4. Communicating the Vision for Change
5. Remove Roadblocks to Action
6. Achieve Short-Term Victories
7. Expand on the Change
8. Make Change Last
Kotter outlines eight measures that firms should take to overcome such problems and successfully implement large-scale transformation. Following these stages will ensure that the organization is not just prepared but also committed to embracing the changes at the conclusion of the process.
What Is the Change Model Theory of Lewin?
According to Kurt Lewin’s Force Field Theory, restraining factors influence the behavior of both groups and individuals, ultimately determining the fate of change. The driving factors inspire and direct employees toward the future state. The restraining forces emphasize potential opposition to change and serve as the primary impediments to change activities.
According to Lewin, it is critical to balance these pressures through effective change communication and employee participation, as well as by providing employee training to bridge the skill gap. Change agents must employ stress management approaches, maintain compliance, and provide persuasive change reasoning.
Lewin’s Model’s Three Stages of Change
To support his Force Field Theory, Lewin proposed a simple three-step change model that enhances employees’ ability to adapt to change.
The three stages of Lewin’s change model are as follows:
Stage 1 – Unfreeze
The first stage of Lewin’s model is concerned with perception management, with the goal of preparing impacted stakeholders for the approaching organizational change. Similar to Kotter’s change model, change leaders must consider strategies to strengthen the company’s readiness for change and create a feeling of urgency.
Stage 2 – Change
This stage deals with the implementation of change once the status quo has been upset. To soften the transition, consider an agile and iterative approach that integrates employee feedback at this time.
Stage 3 – Refreeze
In the final’refreezing’ step, employees progress from the transition phase to stabilization or acceptance.
Chapter 10: Trust
Why are certain workplaces more relaxed yet productive than others? What causes teams to hum and employees to be engaged? How do some companies seem to be able to retain staff and attract superstars with relatively little effort? Understanding the significance of trust in a company can provide answers to all of these issues.
People experience a sense of pride and belonging when they trust the organization, the management team, and their colleagues… when they feel trusted… and when that trust produces effortless synergies and releases innovative thinking. Trust acts as superglue, holding the entire organization together through thick and thin.
Measuring the Value of Trust in a Company
The impact of consistent two-way trust is beautifully described in Stephen Covey’s book The Speed of Trust. The study’s overarching conclusion is that “trust is a hard-nosed corporate asset that can deliver quantified economic benefit.”
When confidence is high, task completion time and expenses are reduced. When trust is poor, the amount of time and money required increases. Organizations should work on developing and maintaining a culture of high trust to save time and money.
You’ll be able to calculate the costs of mistrust in your organization if you:
1. Determine the cost of meeting time wasted due to mistrust. Meetings are less productive than they should be if members are checking on one another’s results, needing over-representation rather than sending a single delegate to speak for the group, stalling decisions due to unresolved doubt, or neglecting to engage in constructive disagreement for fear of retaliation. Multiply every hour spent in meetings by the total cost per hour of every employee present. Ouch.
2. Run the stats on employee turnover caused by a lack of trust. Employees who lack trust leave the company. Employees who believe they cannot trust their superiors may seek greener pastures elsewhere. The expenditures of recruiting, hiring, and onboarding can be substantial. Don’t forget to factor in overtime, wasted opportunities, and the influence on those who stay and try to fill the gaps.
3. Calculate the cost of employee resistance. They will resist change if they do not trust the decisions or do not comprehend what is required of them. They’ll fight back, and they’ll waste time commiserating with one another and raging against decisions and people they don’t trust.
4. Think about the hard costs of declining employee engagement. Low employee engagement jeopardizes productivity, customer satisfaction, and bottom-line revenue. It reduces profit margins by contributing to lower revenue and higher expenses. Employee engagement is more than a biannual survey or a trendy phrase. It is significant, and it is directly related to two-way trust within any organization.
5. Consider the external influence and cost as well. Bad reputations result from a lack of trust. Former customers and employees complain about companies they no longer work for. Why jeopardize your organization’s reputation in these hyper-competitive times by allowing mistrust to fester?
Chapter 11: Support
Supporting employees in dealing with change
Employees may experience anxiety as a result of any organizational change. You can assist by carefully preparing, communicating effectively, and engaging staff in examining how changes can be managed in a psychologically healthy manner.
Consider The Consequences Of Change
Any change in an organization or in the function of an individual has the potential to cause stress. When an employee is also coping with mental health concerns, the burden can be unbearable.
In some firms, constant change is the norm, which may have a negative influence on some individuals’ psychological health. Applying a psychological health and safety perspective to change management is an investment that will benefit employee performance, loyalty, and buy-in to the changes.
While these tactics can assist any employee, for individuals who have mental health concerns, it can be the difference between a painful shift and one that is tolerable.
Strategies For Supporting All Employees Through Times Of Transition
Establish the expectation of continuous change with all personnel. Inform them that continuous development in the workplace, technology, equipment, processes, or their own skills and abilities is to be expected. This should occur during orientation, training, and as part of regular communication between management and staff.
Celebrate or appreciate the wonderful work done under the previous regime. This stage is frequently overlooked in change management. Employers will occasionally downplay or minimize earlier successes in order to “sell” the change. Long-term employees may feel undervalued or discouraged as a result of this. Recognizing how they were able to do so much under the existing system is more likely to open them up to change.
Create an honest, optimistic, accessible, and compelling vision of the desired outcome for each change. Assist employees in visualizing what the workplace and, if appropriate, the world will look like once the transition is complete. Words and visuals are processed in separate parts of the brain. Using a captivating vision to get into the region of the brain that employs visuals can boost knowledge and acceptance while decreasing anxiety caused by uncertainty.
Explain why and how the change will be executed. Share as many details as possible regarding the change’s expected schedule and steps. To demonstrate that you understand their situation and are attempting to make it as good as possible, state known issues and concerns before the employees do.
Discuss the potential benefits and drawbacks of the proposed modifications openly. Employees are significantly more likely to feel heard and part of the change process when leaders recognize their employees’ anxieties or concerns and take measures to resolve them or make resources available. If at all feasible, seek solutions with the employees who may be affected. Do not pretend the difficulties do not exist or attempt to reduce them.
Connect the change to earlier, positive, similar changes. Reminding staff that “you have done this before and you have been successful,” for example, might help lessen anxiety during times of transition.
Divide the transformation into small, progressive steps. Allow time for each process to be done if possible, and adapt as needed.
Repetition, repetition, repetition. Allowing employees to try out changes such as new processes, technology, work functions, and so on numerous times will assist ensure that the change becomes part of the day-to-day routine.
Chapter 12: Resistance Benefits
Some leaders fantasize about a fantasy island organization where every change is quickly accepted and there is no resistance. All change is totally and universally embraced in this fairy tale, and individuals gladly shift out of their comfort zone into a new way of being just in response to their leader’s request. The air is clean and the water is fresh in this utopia of transition, birds are chirping, and the pleasant breeze carries a fragrance of lavender. What could possible go wrong with this change-friendly slice of heaven?
While good ideas would be quickly and easily implemented in a resistant-free organization, so would harmful ideas. Uh oh! We’ve all had a few terrible ideas adopted at some point in our lives, sometimes with disastrous repercussions.
Employee resistance to change can actually aid in the prevention of harmful ideas being implemented. It can also help to avoid good ideas from being implemented incorrectly. This anticipated opposition will cause us to pause and reflect. It will inspire us to devise tactics for building a coalition of support and gaining buy-in in order to see our good ideas executed.
We should be grateful when employees protest to our projects since this pushback will force us to:
• Explain why change is required.
• Take the time to slow down, focus, strategize, and develop backup plans.
• Involve employees, listen to their comments, and act on it.
Justification Is Essential
Most people are resistant to change because they do not comprehend why they are being asked to change. Therefore, we must answer their question: “Why is the change necessary? ”
Change resistance forces us to justify why we are changing to our personnel. Leaders must ensure that the suggested changes will genuinely benefit the organization. There must be a compelling rationale for the change, and it must be consistent with the organization’s vision, mission, and values.
A good “why” should be supported by the development of a business case for change. Otherwise, why should we go on with it? Is the change financially viable? Is the adjustment necessary in the short term, or is it a long-term strategy?
When a convincing rationale has been formed and comprehended, we must be prepared to answer the following question: What about me? In other words, how will this assist the particular employee?
Uncertainty is one of the most common anxieties when things change. Will I still be employed? Will I be fired? Will my power, reputation, or influence dwindle? Will I be required to work longer hours? Will I be required to work less hours? Will my overtime be cut to the point that I am unable to pay my bills?
When we undertake substantial change, we must convey the value proposition to employees in terms of what’s in it for me (WIIFM). This translation is crucial since it is what they will be hearing.
Leaders frequently believe they can identify the pros and cons on a personal level. They are unable to. Only the individual employee can tell you the benefits and drawbacks of a particular adjustment.
Employee resistance to change compels leaders to investigate how the impending change will affect their workers. This can only be accomplished by direct communication with employees. Communications should take place as soon as feasible and as regularly as possible.
Curriculum
Transformational Change – Workshop 3 – Transcending Resistance
- Ignoring Resistance
- Common Causes
- Emotional Aspect
- Identify Signs
- Manager Resistance
- Change Tolerance
- Transcend Fear
- Listen First
- Change Models
- Trust
- Support
- Resistance Benefits
Distance Learning
Introduction
Welcome to Appleton Greene and thank you for enrolling on the Transformational Change corporate training program. You will be learning through our unique facilitation via distance-learning method, which will enable you to practically implement everything that you learn academically. The methods and materials used in your program have been designed and developed to ensure that you derive the maximum benefits and enjoyment possible. We hope that you find the program challenging and fun to do. However, if you have never been a distance-learner before, you may be experiencing some trepidation at the task before you. So we will get you started by giving you some basic information and guidance on how you can make the best use of the modules, how you should manage the materials and what you should be doing as you work through them. This guide is designed to point you in the right direction and help you to become an effective distance-learner. Take a few hours or so to study this guide and your guide to tutorial support for students, while making notes, before you start to study in earnest.
Study environment
You will need to locate a quiet and private place to study, preferably a room where you can easily be isolated from external disturbances or distractions. Make sure the room is well-lit and incorporates a relaxed, pleasant feel. If you can spoil yourself within your study environment, you will have much more of a chance to ensure that you are always in the right frame of mind when you do devote time to study. For example, a nice fire, the ability to play soft soothing background music, soft but effective lighting, perhaps a nice view if possible and a good size desk with a comfortable chair. Make sure that your family know when you are studying and understand your study rules. Your study environment is very important. The ideal situation, if at all possible, is to have a separate study, which can be devoted to you. If this is not possible then you will need to pay a lot more attention to developing and managing your study schedule, because it will affect other people as well as yourself. The better your study environment, the more productive you will be.
Study tools & rules
Try and make sure that your study tools are sufficient and in good working order. You will need to have access to a computer, scanner and printer, with access to the internet. You will need a very comfortable chair, which supports your lower back, and you will need a good filing system. It can be very frustrating if you are spending valuable study time trying to fix study tools that are unreliable, or unsuitable for the task. Make sure that your study tools are up to date. You will also need to consider some study rules. Some of these rules will apply to you and will be intended to help you to be more disciplined about when and how you study. This distance-learning guide will help you and after you have read it you can put some thought into what your study rules should be. You will also need to negotiate some study rules for your family, friends or anyone who lives with you. They too will need to be disciplined in order to ensure that they can support you while you study. It is important to ensure that your family and friends are an integral part of your study team. Having their support and encouragement can prove to be a crucial contribution to your successful completion of the program. Involve them in as much as you can.
Successful distance-learning
Distance-learners are freed from the necessity of attending regular classes or workshops, since they can study in their own way, at their own pace and for their own purposes. But unlike traditional internal training courses, it is the student’s responsibility, with a distance-learning program, to ensure that they manage their own study contribution. This requires strong self-discipline and self-motivation skills and there must be a clear will to succeed. Those students who are used to managing themselves, are good at managing others and who enjoy working in isolation, are more likely to be good distance-learners. It is also important to be aware of the main reasons why you are studying and of the main objectives that you are hoping to achieve as a result. You will need to remind yourself of these objectives at times when you need to motivate yourself. Never lose sight of your long-term goals and your short-term objectives. There is nobody available here to pamper you, or to look after you, or to spoon-feed you with information, so you will need to find ways to encourage and appreciate yourself while you are studying. Make sure that you chart your study progress, so that you can be sure of your achievements and re-evaluate your goals and objectives regularly.
Self-assessment
Appleton Greene training programs are in all cases post-graduate programs. Consequently, you should already have obtained a business-related degree and be an experienced learner. You should therefore already be aware of your study strengths and weaknesses. For example, which time of the day are you at your most productive? Are you a lark or an owl? What study methods do you respond to the most? Are you a consistent learner? How do you discipline yourself? How do you ensure that you enjoy yourself while studying? It is important to understand yourself as a learner and so some self-assessment early on will be necessary if you are to apply yourself correctly. Perform a SWOT analysis on yourself as a student. List your internal strengths and weaknesses as a student and your external opportunities and threats. This will help you later on when you are creating a study plan. You can then incorporate features within your study plan that can ensure that you are playing to your strengths, while compensating for your weaknesses. You can also ensure that you make the most of your opportunities, while avoiding the potential threats to your success.
Accepting responsibility as a student
Training programs invariably require a significant investment, both in terms of what they cost and in the time that you need to contribute to study and the responsibility for successful completion of training programs rests entirely with the student. This is never more apparent than when a student is learning via distance-learning. Accepting responsibility as a student is an important step towards ensuring that you can successfully complete your training program. It is easy to instantly blame other people or factors when things go wrong. But the fact of the matter is that if a failure is your failure, then you have the power to do something about it, it is entirely in your own hands. If it is always someone else’s failure, then you are powerless to do anything about it. All students study in entirely different ways, this is because we are all individuals and what is right for one student, is not necessarily right for another. In order to succeed, you will have to accept personal responsibility for finding a way to plan, implement and manage a personal study plan that works for you. If you do not succeed, you only have yourself to blame.
Planning
By far the most critical contribution to stress, is the feeling of not being in control. In the absence of planning we tend to be reactive and can stumble from pillar to post in the hope that things will turn out fine in the end. Invariably they don’t! In order to be in control, we need to have firm ideas about how and when we want to do things. We also need to consider as many possible eventualities as we can, so that we are prepared for them when they happen. Prescriptive Change, is far easier to manage and control, than Emergent Change. The same is true with distance-learning. It is much easier and much more enjoyable, if you feel that you are in control and that things are going to plan. Even when things do go wrong, you are prepared for them and can act accordingly without any unnecessary stress. It is important therefore that you do take time to plan your studies properly.
Management
Once you have developed a clear study plan, it is of equal importance to ensure that you manage the implementation of it. Most of us usually enjoy planning, but it is usually during implementation when things go wrong. Targets are not met and we do not understand why. Sometimes we do not even know if targets are being met. It is not enough for us to conclude that the study plan just failed. If it is failing, you will need to understand what you can do about it. Similarly if your study plan is succeeding, it is still important to understand why, so that you can improve upon your success. You therefore need to have guidelines for self-assessment so that you can be consistent with performance improvement throughout the program. If you manage things correctly, then your performance should constantly improve throughout the program.
Study objectives & tasks
The first place to start is developing your program objectives. These should feature your reasons for undertaking the training program in order of priority. Keep them succinct and to the point in order to avoid confusion. Do not just write the first things that come into your head because they are likely to be too similar to each other. Make a list of possible departmental headings, such as: Customer Service; E-business; Finance; Globalization; Human Resources; Technology; Legal; Management; Marketing and Production. Then brainstorm for ideas by listing as many things that you want to achieve under each heading and later re-arrange these things in order of priority. Finally, select the top item from each department heading and choose these as your program objectives. Try and restrict yourself to five because it will enable you to focus clearly. It is likely that the other things that you listed will be achieved if each of the top objectives are achieved. If this does not prove to be the case, then simply work through the process again.
Study forecast
As a guide, the Appleton Greene Transformational Change corporate training program should take 12-18 months to complete, depending upon your availability and current commitments. The reason why there is such a variance in time estimates is because every student is an individual, with differing productivity levels and different commitments. These differentiations are then exaggerated by the fact that this is a distance-learning program, which incorporates the practical integration of academic theory as an as a part of the training program. Consequently all of the project studies are real, which means that important decisions and compromises need to be made. You will want to get things right and will need to be patient with your expectations in order to ensure that they are. We would always recommend that you are prudent with your own task and time forecasts, but you still need to develop them and have a clear indication of what are realistic expectations in your case. With reference to your time planning: consider the time that you can realistically dedicate towards study with the program every week; calculate how long it should take you to complete the program, using the guidelines featured here; then break the program down into logical modules and allocate a suitable proportion of time to each of them, these will be your milestones; you can create a time plan by using a spreadsheet on your computer, or a personal organizer such as MS Outlook, you could also use a financial forecasting software; break your time forecasts down into manageable chunks of time, the more specific you can be, the more productive and accurate your time management will be; finally, use formulas where possible to do your time calculations for you, because this will help later on when your forecasts need to change in line with actual performance. With reference to your task planning: refer to your list of tasks that need to be undertaken in order to achieve your program objectives; with reference to your time plan, calculate when each task should be implemented; remember that you are not estimating when your objectives will be achieved, but when you will need to focus upon implementing the corresponding tasks; you also need to ensure that each task is implemented in conjunction with the associated training modules which are relevant; then break each single task down into a list of specific to do’s, say approximately ten to do’s for each task and enter these into your study plan; once again you could use MS Outlook to incorporate both your time and task planning and this could constitute your study plan; you could also use a project management software like MS Project. You should now have a clear and realistic forecast detailing when you can expect to be able to do something about undertaking the tasks to achieve your program objectives.
Performance management
It is one thing to develop your study forecast, it is quite another to monitor your progress. Ultimately it is less important whether you achieve your original study forecast and more important that you update it so that it constantly remains realistic in line with your performance. As you begin to work through the program, you will begin to have more of an idea about your own personal performance and productivity levels as a distance-learner. Once you have completed your first study module, you should re-evaluate your study forecast for both time and tasks, so that they reflect your actual performance level achieved. In order to achieve this you must first time yourself while training by using an alarm clock. Set the alarm for hourly intervals and make a note of how far you have come within that time. You can then make a note of your actual performance on your study plan and then compare your performance against your forecast. Then consider the reasons that have contributed towards your performance level, whether they are positive or negative and make a considered adjustment to your future forecasts as a result. Given time, you should start achieving your forecasts regularly.
With reference to time management: time yourself while you are studying and make a note of the actual time taken in your study plan; consider your successes with time-efficiency and the reasons for the success in each case and take this into consideration when reviewing future time planning; consider your failures with time-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future time planning; re-evaluate your study forecast in relation to time planning for the remainder of your training program to ensure that you continue to be realistic about your time expectations. You need to be consistent with your time management, otherwise you will never complete your studies. This will either be because you are not contributing enough time to your studies, or you will become less efficient with the time that you do allocate to your studies. Remember, if you are not in control of your studies, they can just become yet another cause of stress for you.
With reference to your task management: time yourself while you are studying and make a note of the actual tasks that you have undertaken in your study plan; consider your successes with task-efficiency and the reasons for the success in each case; take this into consideration when reviewing future task planning; consider your failures with task-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future task planning; re-evaluate your study forecast in relation to task planning for the remainder of your training program to ensure that you continue to be realistic about your task expectations. You need to be consistent with your task management, otherwise you will never know whether you are achieving your program objectives or not.
Keeping in touch
You will have access to qualified and experienced professors and tutors who are responsible for providing tutorial support for your particular training program. So don’t be shy about letting them know how you are getting on. We keep electronic records of all tutorial support emails so that professors and tutors can review previous correspondence before considering an individual response. It also means that there is a record of all communications between you and your professors and tutors and this helps to avoid any unnecessary duplication, misunderstanding, or misinterpretation. If you have a problem relating to the program, share it with them via email. It is likely that they have come across the same problem before and are usually able to make helpful suggestions and steer you in the right direction. To learn more about when and how to use tutorial support, please refer to the Tutorial Support section of this student information guide. This will help you to ensure that you are making the most of tutorial support that is available to you and will ultimately contribute towards your success and enjoyment with your training program.
Work colleagues and family
You should certainly discuss your program study progress with your colleagues, friends and your family. Appleton Greene training programs are very practical. They require you to seek information from other people, to plan, develop and implement processes with other people and to achieve feedback from other people in relation to viability and productivity. You will therefore have plenty of opportunities to test your ideas and enlist the views of others. People tend to be sympathetic towards distance-learners, so don’t bottle it all up in yourself. Get out there and share it! It is also likely that your family and colleagues are going to benefit from your labors with the program, so they are likely to be much more interested in being involved than you might think. Be bold about delegating work to those who might benefit themselves. This is a great way to achieve understanding and commitment from people who you may later rely upon for process implementation. Share your experiences with your friends and family.
Making it relevant
The key to successful learning is to make it relevant to your own individual circumstances. At all times you should be trying to make bridges between the content of the program and your own situation. Whether you achieve this through quiet reflection or through interactive discussion with your colleagues, client partners or your family, remember that it is the most important and rewarding aspect of translating your studies into real self-improvement. You should be clear about how you want the program to benefit you. This involves setting clear study objectives in relation to the content of the course in terms of understanding, concepts, completing research or reviewing activities and relating the content of the modules to your own situation. Your objectives may understandably change as you work through the program, in which case you should enter the revised objectives on your study plan so that you have a permanent reminder of what you are trying to achieve, when and why.
Distance-learning check-list
Prepare your study environment, your study tools and rules.
Undertake detailed self-assessment in terms of your ability as a learner.
Create a format for your study plan.
Consider your study objectives and tasks.
Create a study forecast.
Assess your study performance.
Re-evaluate your study forecast.
Be consistent when managing your study plan.
Use your Appleton Greene Certified Learning Provider (CLP) for tutorial support.
Make sure you keep in touch with those around you.
Tutorial Support
Programs
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. They are implemented over a sustainable period of time and professional support is consistently provided by qualified learning providers and specialist consultants.
Support available
You will have a designated Certified Learning Provider (CLP) and an Accredited Consultant and we encourage you to communicate with them as much as possible. In all cases tutorial support is provided online because we can then keep a record of all communications to ensure that tutorial support remains consistent. You would also be forwarding your work to the tutorial support unit for evaluation and assessment. You will receive individual feedback on all of the work that you undertake on a one-to-one basis, together with specific recommendations for anything that may need to be changed in order to achieve a pass with merit or a pass with distinction and you then have as many opportunities as you may need to re-submit project studies until they meet with the required standard. Consequently the only reason that you should really fail (CLP) is if you do not do the work. It makes no difference to us whether a student takes 12 months or 18 months to complete the program, what matters is that in all cases the same quality standard will have been achieved.
Support Process
Please forward all of your future emails to the designated (CLP) Tutorial Support Unit email address that has been provided and please do not duplicate or copy your emails to other AGC email accounts as this will just cause unnecessary administration. Please note that emails are always answered as quickly as possible but you will need to allow a period of up to 20 business days for responses to general tutorial support emails during busy periods, because emails are answered strictly within the order in which they are received. You will also need to allow a period of up to 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Please therefore kindly allow for this within your time planning. All communications are managed online via email because it enables tutorial service support managers to review other communications which have been received before responding and it ensures that there is a copy of all communications retained on file for future reference. All communications will be stored within your personal (CLP) study file here at Appleton Greene throughout your designated study period. If you need any assistance or clarification at any time, please do not hesitate to contact us by forwarding an email and remember that we are here to help. If you have any questions, please list and number your questions succinctly and you can then be sure of receiving specific answers to each and every query.
Time Management
It takes approximately 1 Year to complete the Transformational Change corporate training program, incorporating 12 x 6-hour monthly workshops. Each student will also need to contribute approximately 4 hours per week over 1 Year of their personal time. Students can study from home or work at their own pace and are responsible for managing their own study plan. There are no formal examinations and students are evaluated and assessed based upon their project study submissions, together with the quality of their internal analysis and supporting documents. They can contribute more time towards study when they have the time to do so and can contribute less time when they are busy. All students tend to be in full time employment while studying and the Transformational Change program is purposely designed to accommodate this, so there is plenty of flexibility in terms of time management. It makes no difference to us at Appleton Greene, whether individuals take 12-18 months to complete this program. What matters is that in all cases the same standard of quality will have been achieved with the standard and bespoke programs that have been developed.
Distance Learning Guide
The distance learning guide should be your first port of call when starting your training program. It will help you when you are planning how and when to study, how to create the right environment and how to establish the right frame of mind. If you can lay the foundations properly during the planning stage, then it will contribute to your enjoyment and productivity while training later. The guide helps to change your lifestyle in order to accommodate time for study and to cultivate good study habits. It helps you to chart your progress so that you can measure your performance and achieve your goals. It explains the tools that you will need for study and how to make them work. It also explains how to translate academic theory into practical reality. Spend some time now working through your distance learning guide and make sure that you have firm foundations in place so that you can make the most of your distance learning program. There is no requirement for you to attend training workshops or classes at Appleton Greene offices. The entire program is undertaken online, program course manuals and project studies are administered via the Appleton Greene web site and via email, so you are able to study at your own pace and in the comfort of your own home or office as long as you have a computer and access to the internet.
How To Study
The how to study guide provides students with a clear understanding of the Appleton Greene facilitation via distance learning training methods and enables students to obtain a clear overview of the training program content. It enables students to understand the step-by-step training methods used by Appleton Greene and how course manuals are integrated with project studies. It explains the research and development that is required and the need to provide evidence and references to support your statements. It also enables students to understand precisely what will be required of them in order to achieve a pass with merit and a pass with distinction for individual project studies and provides useful guidance on how to be innovative and creative when developing your Unique Program Proposition (UPP).
Tutorial Support
Tutorial support for the Appleton Greene Transformational Change corporate training program is provided online either through the Appleton Greene Client Support Portal (CSP), or via email. All tutorial support requests are facilitated by a designated Program Administration Manager (PAM). They are responsible for deciding which professor or tutor is the most appropriate option relating to the support required and then the tutorial support request is forwarded onto them. Once the professor or tutor has completed the tutorial support request and answered any questions that have been asked, this communication is then returned to the student via email by the designated Program Administration Manager (PAM). This enables all tutorial support, between students, professors and tutors, to be facilitated by the designated Program Administration Manager (PAM) efficiently and securely through the email account. You will therefore need to allow a period of up to 20 business days for responses to general support queries and up to 30 business days for the evaluation and assessment of project studies, because all tutorial support requests are answered strictly within the order in which they are received. This does not include weekends or public holidays. Consequently you need to put some thought into the management of your tutorial support procedure in order to ensure that your study plan is feasible and to obtain the maximum possible benefit from tutorial support during your period of study. Please retain copies of your tutorial support emails for future reference. Please ensure that ALL of your tutorial support emails are set out using the format as suggested within your guide to tutorial support. Your tutorial support emails need to be referenced clearly to the specific part of the course manual or project study which you are working on at any given time. You also need to list and number any questions that you would like to ask, up to a maximum of five questions within each tutorial support email. Remember the more specific you can be with your questions the more specific your answers will be too and this will help you to avoid any unnecessary misunderstanding, misinterpretation, or duplication. The guide to tutorial support is intended to help you to understand how and when to use support in order to ensure that you get the most out of your training program. Appleton Greene training programs are designed to enable you to do things for yourself. They provide you with a structure or a framework and we use tutorial support to facilitate students while they practically implement what they learn. In other words, we are enabling students to do things for themselves. The benefits of distance learning via facilitation are considerable and are much more sustainable in the long-term than traditional short-term knowledge sharing programs. Consequently you should learn how and when to use tutorial support so that you can maximize the benefits from your learning experience with Appleton Greene. This guide describes the purpose of each training function and how to use them and how to use tutorial support in relation to each aspect of the training program. It also provides useful tips and guidance with regard to best practice.
Tutorial Support Tips
Students are often unsure about how and when to use tutorial support with Appleton Greene. This Tip List will help you to understand more about how to achieve the most from using tutorial support. Refer to it regularly to ensure that you are continuing to use the service properly. Tutorial support is critical to the success of your training experience, but it is important to understand when and how to use it in order to maximize the benefit that you receive. It is no coincidence that those students who succeed are those that learn how to be positive, proactive and productive when using tutorial support.
Be positive and friendly with your tutorial support emails
Remember that if you forward an email to the tutorial support unit, you are dealing with real people. “Do unto others as you would expect others to do unto you”. If you are positive, complimentary and generally friendly in your emails, you will generate a similar response in return. This will be more enjoyable, productive and rewarding for you in the long-term.
Think about the impression that you want to create
Every time that you communicate, you create an impression, which can be either positive or negative, so put some thought into the impression that you want to create. Remember that copies of all tutorial support emails are stored electronically and tutors will always refer to prior correspondence before responding to any current emails. Over a period of time, a general opinion will be arrived at in relation to your character, attitude and ability. Try to manage your own frustrations, mood swings and temperament professionally, without involving the tutorial support team. Demonstrating frustration or a lack of patience is a weakness and will be interpreted as such. The good thing about communicating in writing, is that you will have the time to consider your content carefully, you can review it and proof-read it before sending your email to Appleton Greene and this should help you to communicate more professionally, consistently and to avoid any unnecessary knee-jerk reactions to individual situations as and when they may arise. Please also remember that the CLP Tutorial Support Unit will not just be responsible for evaluating and assessing the quality of your work, they will also be responsible for providing recommendations to other learning providers and to client contacts within the Appleton Greene global client network, so do be in control of your own emotions and try to create a good impression.
Remember that quality is preferred to quantity
Please remember that when you send an email to the tutorial support team, you are not using Twitter or Text Messaging. Try not to forward an email every time that you have a thought. This will not prove to be productive either for you or for the tutorial support team. Take time to prepare your communications properly, as if you were writing a professional letter to a business colleague and make a list of queries that you are likely to have and then incorporate them within one email, say once every month, so that the tutorial support team can understand more about context, application and your methodology for study. Get yourself into a consistent routine with your tutorial support requests and use the tutorial support template provided with ALL of your emails. The (CLP) Tutorial Support Unit will not spoon-feed you with information. They need to be able to evaluate and assess your tutorial support requests carefully and professionally.
Be specific about your questions in order to receive specific answers
Try not to write essays by thinking as you are writing tutorial support emails. The tutorial support unit can be unclear about what in fact you are asking, or what you are looking to achieve. Be specific about asking questions that you want answers to. Number your questions. You will then receive specific answers to each and every question. This is the main purpose of tutorial support via email.
Keep a record of your tutorial support emails
It is important that you keep a record of all tutorial support emails that are forwarded to you. You can then refer to them when necessary and it avoids any unnecessary duplication, misunderstanding, or misinterpretation.
Individual training workshops or telephone support
Please be advised that Appleton Greene does not provide separate or individual tutorial support meetings, workshops, or provide telephone support for individual students. Appleton Greene is an equal opportunities learning and service provider and we are therefore understandably bound to treat all students equally. We cannot therefore broker special financial or study arrangements with individual students regardless of the circumstances. All tutorial support is provided online and this enables Appleton Greene to keep a record of all communications between students, professors and tutors on file for future reference, in accordance with our quality management procedure and your terms and conditions of enrolment. All tutorial support is provided online via email because it enables us to have time to consider support content carefully, it ensures that you receive a considered and detailed response to your queries. You can number questions that you would like to ask, which relate to things that you do not understand or where clarification may be required. You can then be sure of receiving specific answers to each individual query. You will also then have a record of these communications and of all tutorial support, which has been provided to you. This makes tutorial support administration more productive by avoiding any unnecessary duplication, misunderstanding, or misinterpretation.
Tutorial Support Email Format
You should use this tutorial support format if you need to request clarification or assistance while studying with your training program. Please note that ALL of your tutorial support request emails should use the same format. You should therefore set up a standard email template, which you can then use as and when you need to. Emails that are forwarded to Appleton Greene, which do not use the following format, may be rejected and returned to you by the (CLP) Program Administration Manager. A detailed response will then be forwarded to you via email usually within 20 business days of receipt for general support queries and 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Your tutorial support request, together with the corresponding TSU reply, will then be saved and stored within your electronic TSU file at Appleton Greene for future reference.
Subject line of your email
Please insert: Appleton Greene (CLP) Tutorial Support Request: (Your Full Name) (Date), within the subject line of your email.
Main body of your email
Please insert:
1. Appleton Greene Certified Learning Provider (CLP) Tutorial Support Request
2. Your Full Name
3. Date of TS request
4. Preferred email address
5. Backup email address
6. Course manual page name or number (reference)
7. Project study page name or number (reference)
Subject of enquiry
Please insert a maximum of 50 words (please be succinct)
Briefly outline the subject matter of your inquiry, or what your questions relate to.
Question 1
Maximum of 50 words (please be succinct)
Maximum of 50 words (please be succinct)
Question 3
Maximum of 50 words (please be succinct)
Question 4
Maximum of 50 words (please be succinct)
Question 5
Maximum of 50 words (please be succinct)
Please note that a maximum of 5 questions is permitted with each individual tutorial support request email.
Procedure
* List the questions that you want to ask first, then re-arrange them in order of priority. Make sure that you reference them, where necessary, to the course manuals or project studies.
* Make sure that you are specific about your questions and number them. Try to plan the content within your emails to make sure that it is relevant.
* Make sure that your tutorial support emails are set out correctly, using the Tutorial Support Email Format provided here.
* Save a copy of your email and incorporate the date sent after the subject title. Keep your tutorial support emails within the same file and in date order for easy reference.
* Allow up to 20 business days for a response to general tutorial support emails and up to 30 business days for the evaluation and assessment of project studies, because detailed individual responses will be made in all cases and tutorial support emails are answered strictly within the order in which they are received.
* Emails can and do get lost. So if you have not received a reply within the appropriate time, forward another copy or a reminder to the tutorial support unit to be sure that it has been received but do not forward reminders unless the appropriate time has elapsed.
* When you receive a reply, save it immediately featuring the date of receipt after the subject heading for easy reference. In most cases the tutorial support unit replies to your questions individually, so you will have a record of the questions that you asked as well as the answers offered. With project studies however, separate emails are usually forwarded by the tutorial support unit, so do keep a record of your own original emails as well.
* Remember to be positive and friendly in your emails. You are dealing with real people who will respond to the same things that you respond to.
* Try not to repeat questions that have already been asked in previous emails. If this happens the tutorial support unit will probably just refer you to the appropriate answers that have already been provided within previous emails.
* If you lose your tutorial support email records you can write to Appleton Greene to receive a copy of your tutorial support file, but a separate administration charge may be levied for this service.
How To Study
Your Certified Learning Provider (CLP) and Accredited Consultant can help you to plan a task list for getting started so that you can be clear about your direction and your priorities in relation to your training program. It is also a good way to introduce yourself to the tutorial support team.
Planning your study environment
Your study conditions are of great importance and will have a direct effect on how much you enjoy your training program. Consider how much space you will have, whether it is comfortable and private and whether you are likely to be disturbed. The study tools and facilities at your disposal are also important to the success of your distance-learning experience. Your tutorial support unit can help with useful tips and guidance, regardless of your starting position. It is important to get this right before you start working on your training program.
Planning your program objectives
It is important that you have a clear list of study objectives, in order of priority, before you start working on your training program. Your tutorial support unit can offer assistance here to ensure that your study objectives have been afforded due consideration and priority.
Planning how and when to study
Distance-learners are freed from the necessity of attending regular classes, since they can study in their own way, at their own pace and for their own purposes. This approach is designed to let you study efficiently away from the traditional classroom environment. It is important however, that you plan how and when to study, so that you are making the most of your natural attributes, strengths and opportunities. Your tutorial support unit can offer assistance and useful tips to ensure that you are playing to your strengths.
Planning your study tasks
You should have a clear understanding of the study tasks that you should be undertaking and the priority associated with each task. These tasks should also be integrated with your program objectives. The distance learning guide and the guide to tutorial support for students should help you here, but if you need any clarification or assistance, please contact your tutorial support unit.
Planning your time
You will need to allocate specific times during your calendar when you intend to study if you are to have a realistic chance of completing your program on time. You are responsible for planning and managing your own study time, so it is important that you are successful with this. Your tutorial support unit can help you with this if your time plan is not working.
Keeping in touch
Consistency is the key here. If you communicate too frequently in short bursts, or too infrequently with no pattern, then your management ability with your studies will be questioned, both by you and by your tutorial support unit. It is obvious when a student is in control and when one is not and this will depend how able you are at sticking with your study plan. Inconsistency invariably leads to in-completion.
Charting your progress
Your tutorial support team can help you to chart your own study progress. Refer to your distance learning guide for further details.
Making it work
To succeed, all that you will need to do is apply yourself to undertaking your training program and interpreting it correctly. Success or failure lies in your hands and your hands alone, so be sure that you have a strategy for making it work. Your Certified Learning Provider (CLP) and Accredited Consultant can guide you through the process of program planning, development and implementation.
Reading methods
Interpretation is often unique to the individual but it can be improved and even quantified by implementing consistent interpretation methods. Interpretation can be affected by outside interference such as family members, TV, or the Internet, or simply by other thoughts which are demanding priority in our minds. One thing that can improve our productivity is using recognized reading methods. This helps us to focus and to be more structured when reading information for reasons of importance, rather than relaxation.
Speed reading
When reading through course manuals for the first time, subconsciously set your reading speed to be just fast enough that you cannot dwell on individual words or tables. With practice, you should be able to read an A4 sheet of paper in one minute. You will not achieve much in the way of a detailed understanding, but your brain will retain a useful overview. This overview will be important later on and will enable you to keep individual issues in perspective with a more generic picture because speed reading appeals to the memory part of the brain. Do not worry about what you do or do not remember at this stage.
Content reading
Once you have speed read everything, you can then start work in earnest. You now need to read a particular section of your course manual thoroughly, by making detailed notes while you read. This process is called Content Reading and it will help to consolidate your understanding and interpretation of the information that has been provided.
Making structured notes on the course manuals
When you are content reading, you should be making detailed notes, which are both structured and informative. Make these notes in a MS Word document on your computer, because you can then amend and update these as and when you deem it to be necessary. List your notes under three headings: 1. Interpretation – 2. Questions – 3. Tasks. The purpose of the 1st section is to clarify your interpretation by writing it down. The purpose of the 2nd section is to list any questions that the issue raises for you. The purpose of the 3rd section is to list any tasks that you should undertake as a result. Anyone who has graduated with a business-related degree should already be familiar with this process.
Organizing structured notes separately
You should then transfer your notes to a separate study notebook, preferably one that enables easy referencing, such as a MS Word Document, a MS Excel Spreadsheet, a MS Access Database, or a personal organizer on your cell phone. Transferring your notes allows you to have the opportunity of cross-checking and verifying them, which assists considerably with understanding and interpretation. You will also find that the better you are at doing this, the more chance you will have of ensuring that you achieve your study objectives.
Question your understanding
Do challenge your understanding. Explain things to yourself in your own words by writing things down.
Clarifying your understanding
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your understanding.
Question your interpretation
Do challenge your interpretation. Qualify your interpretation by writing it down.
Clarifying your interpretation
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your interpretation.
Qualification Requirements
The student will need to successfully complete the project study and all of the exercises relating to the Transformational Change corporate training program, achieving a pass with merit or distinction in each case, in order to qualify as an Accredited Transformational Change Specialist (APTS). All monthly workshops need to be tried and tested within your company. These project studies can be completed in your own time and at your own pace and in the comfort of your own home or office. There are no formal examinations, assessment is based upon the successful completion of the project studies. They are called project studies because, unlike case studies, these projects are not theoretical, they incorporate real program processes that need to be properly researched and developed. The project studies assist us in measuring your understanding and interpretation of the training program and enable us to assess qualification merits. All of the project studies are based entirely upon the content within the training program and they enable you to integrate what you have learnt into your corporate training practice.
Transformational Change – Grading Contribution
Project Study – Grading Contribution
Customer Service – 10%
E-business – 05%
Finance – 10%
Globalization – 10%
Human Resources – 10%
Information Technology – 10%
Legal – 05%
Management – 10%
Marketing – 10%
Production – 10%
Education – 05%
Logistics – 05%
TOTAL GRADING – 100%
Qualification grades
A mark of 90% = Pass with Distinction.
A mark of 75% = Pass with Merit.
A mark of less than 75% = Fail.
If you fail to achieve a mark of 75% with a project study, you will receive detailed feedback from the Certified Learning Provider (CLP) and/or Accredited Consultant, together with a list of tasks which you will need to complete, in order to ensure that your project study meets with the minimum quality standard that is required by Appleton Greene. You can then re-submit your project study for further evaluation and assessment. Indeed you can re-submit as many drafts of your project studies as you need to, until such a time as they eventually meet with the required standard by Appleton Greene, so you need not worry about this, it is all part of the learning process.
When marking project studies, Appleton Greene is looking for sufficient evidence of the following:
Pass with merit
A satisfactory level of program understanding
A satisfactory level of program interpretation
A satisfactory level of project study content presentation
A satisfactory level of Unique Program Proposition (UPP) quality
A satisfactory level of the practical integration of academic theory
Pass with distinction
An exceptional level of program understanding
An exceptional level of program interpretation
An exceptional level of project study content presentation
An exceptional level of Unique Program Proposition (UPP) quality
An exceptional level of the practical integration of academic theory
Preliminary Analysis
Online Article
By N. Rehman et al,
Frontiers in Psychology,
August 02, 2021.
“The Psychology of Resistance to Change: The Antidotal Effect of Organizational Justice, Support and Leader-Member Exchange
In today’s business environment, the survival and sustenance of any organization depend upon its ability to introduce a successful change. However, in implementing a change, one of the biggest problems an organization faces is resistance from its employees. The current paper addresses this problem by examining the role of organizational justice dimensions in coping with the resistance to change through the intervening role of perceived organizational support (POS), leader-member exchange (LMX), and readiness for change (RFC) in a sequential framework. Data of 372 employees have been collected from the banking industry of Pakistan. The results obtained through the Partial Least Squares- Structural Equation Modeling (PLS-SEM) approach using SmartPLS suggest that distributive justice, procedural justice, and interactional justice play a critical role in lowering the resistance to change through POS, LMX, and RFC, contributing significantly to the theory and practice. Furthermore, this study also discusses recommendations for future research and limitations associated with this research work.
Introduction
Since today’s business environment frequently confronts changing market trends, globalization, and technological advancements, firms need to continuously revisit their processes, strategies, and culture (Cummings and Worley, 2009; Petrou et al., 2018). Over time, a review of change management has acknowledged the importance of organizational change (Burnes and Jackson, 2011). Consistency in introducing change has arguably become a key to survival (McKinsey Company, 2008; Burnes, 2009). Therefore, organizations are under constant pressure to initiate and execute organizational change (Shah, 2011). In developing countries like Pakistan, the financial services industry also faces competitive challenges for their survival and sustenance. Several banks have gone through enormous changes like mergers and acquisitions, adopting new technology, reforms in business operations, and changes in human resource policies (Osei-Bonsu, 2014). Hence, the financial services institutions must consider introducing change from time to time to stay in business, meet market standards, and maintain a competitive edge.
However, change processes are pretty challenging, and most organizations struggle to execute change strategies (Burnes, 2009). The literature suggests that more than two-thirds of change implementation efforts fail (Beer and Nohria, 2000; Meaney and Pung, 2008). One of the most critical failures to change is employees’ attitudes toward change (Ahmad and Cheng, 2018). Unaware of the potential benefits associated with the organizational change, employees often develop a sense of fear, and perceive the introduction of change as an unfair act (Ford and Ford, 2010). Therefore, they develop negative attitudes and exhibit adverse reactions toward change—a phenomenon known as resistance to change (RTC) (Folger and Konovsky, 1989). Thus, shaping the employees’ resistive attitudes is considered vital for success in implementing change. A recent study by Banguntopo (2018) has drawn our attention to the factors influencing RTC and suggested that the employees’ readiness for change (RFC) greatly influences RTC by transforming their attitudes in favor of the change. Some early research has established that the employees’ beliefs, attitudes, and intentions toward organizational change determine their state of RFC (Armenakis et al., 1993), furthermore, the RFC depends upon the employees’ behaviors and emotions toward change (Oreg, 2003).”
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Online Article
By Yazeed Mohammad R. Alhezzani,
Organizational Management Journal,
July 28, 2020.
“Change recipients’ resistance and salience to organizational re-creation: the effects of participation and coercion strategies on change derailment
Introduction
Due to the changing internal and external organizational environment, many forces of change such as technological, legal, growth and economic emerge (Auster and Ruebottom, 2013; Mills et al., 2009; Nadler and Shaw, 1995), and therefore, organizational change is unavoidable (Armenakis et al., 1993; Auster and Ruebottom, 2013; Nadler and Tushman, 1995; Oreg and Berson, 2011; Van de Ven and Sun, 2011). Notwithstanding the widely reported 70% organizational change failure rate, this rate has not been empirically examined (Hughes, 2011). Many authors (Beer and Nohria, 2000; Kotter and Schlesinger, 2008; Mills et al., 2009); acknowledge that the majority of change initiatives do not succeed. The main challenge of this is the resistance of those who receive the change (Shin et al., 2012; Van Dijk and Van Dick, 2009). Therefore, bringing about radical organizational change is far from simple (Lines, 2007; Nadler and Tushman, 1995).
Resistance to organizational change was first investigated by scholars in the 1940s, led by the work of Coch and French (1948), yet the possible methods to deal with it are still being developed (Nistelrooij and Caluwe, 2016; Oreg et al., 2018; Satell, 2019). Change managers encounter difficulties not only because implementing change and particularly radical change, is challenging and can be approached in a variety of different ways but also because the resistance of those who receive the change (i.e. change recipients) is a primary obstacle of change success (Shin et al., 2012).
However, the literature on dealing with change recipients and their resistance to change is more concerned with situational factors such as time availability and overlooks attributes related to the change recipients. For instance, the coercion strategy can be used to overcome resistance to change when the time to implement the change is restricted (Kotter and Schlesinger, 2008). Involving change recipients in the change process is an effective strategy to address their resistance; however, this is time-consuming (Carnall, 2007; Harrison and Freeman, 2004; Morris and Raben, 1995). However, less research considers the effects change recipients can have on a given change. This paper addresses this issue by providing a detailed explanation and classification of the effects change recipients gave on change initiatives.”
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Online Article
By Sandra B. Doeze Jager et al,
Applied Psychology,
May 17, 2021.
“The relationship between organizational trust, resistance to change and adaptive and proactive employees’ agility in an unplanned and planned change context
Abstract
Modern organizations need to adapt quickly to on-going changes. The present study sought to examine employees’ agility during periods of sudden, unplanned, and during periods of planned change. It was investigated to what extent one’s trust in the organization and resistance to change could predict proactive agility and adaptive agility. Data came from employees (N = 188) in two different organizations, one undergoing an unplanned change and one undergoing a planned change. In both contexts, organizational trust had a negative relationship with resistance to change. In an unplanned change context (organization one), trust of employees in the organization had a positive effect on the adaptive component of agility through the (negative) mediation by affective resistance to change. In this context, trust did not have any (mediated) effect on the proactive component of agility. In contrast, in a planned change context (organization two), trust had a positive effect on the proactive component of agility, partially through the (negative) mediation by resistance to change. In this context, trust also had a positive effect on the adaptive component of agility, partially through the (negative) mediation by resistance to change. These results imply that trust works in different ways depending on the type of change. More trust through less resistance implies better adaptation during unplanned organizational change. More trust works directly and partially through less resistance to change to enhance employee proactivity and adaptability during planned change.”
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Online Article
By Dennis R. Self,
Development and Learning in Organizations,
August, 2007.
“Organizational change – Overcoming resistance by creating readiness
Abstract
Purpose – Despite a significant amount of academic research showing that failure to create and manage readiness for change, nonetheless, far too many organizational managers have failed to learn both from their past mistakes and from the research. This paper aims to provide a brief review of five important elements necessary to build readiness in an organization when it is faced with change. By successful application of the five elements, readiness for the change may be created and managed leading to a prevention or minimization of resistance to the change. Design/methodology/approach – The paper presents a general review of one approach to managing change. Findings – The paper finds that by addressing each of the five elements, there will be a greater likelihood of successful change introduction and management. Originality/value – The paper provides overview of the five elements of readiness for managing change as created by Armenakis et al.”
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Online Article
By Roy Smollan,
Auckland University of Technology, New Zealand,
March 16, 2020.
“Trust in Change Managers: The Role of Affect
Introduction
When change is announced in an organization staff hope that the outcomes for themselves (and at times for others too) will be favourable. Some might expect the outcomes to be positive and that their supervisor and/or higher levels of management will take their needs into account. The level of trust therefore becomes a critical factor in influencing how the employees think, feel and act with respect to the current change. Previous studies have shown trust in leaders to be an important element of organizational change, either as an antecedent or as a consequence of relationships at work (Neves and Caetano, 2009; Saunders and Thornhill, 2003). Many authors have identified organizational justice as a key ingredient in the development and decline of trust in management (e.g. Chory and Hubbell, 2008; Colquitt and Rodell, 2011) and change is one context that heightens perceptions of fairness (Hopkins and Weathington, 2006; Lines et al., 2005).
In scholarly studies, the construct of trust has been conceptualized as operating on cognitive, affective and behavioural levels (e.g. Lewicki et al. 2006; McAllister, 1995). As a word in common parlance, trust is a social construction that aids in sensemaking about relationships and decision-making (Lewis and Weigert, 1985). Sensemaking is primarily a cognitive process of seeking to understand the world and people around us (Weick, 1995). Adabor (2005) argues that trust advances (or retreats) as part of an incremental sensemaking process in which each new action of others provides added information on their trustworthiness and influences the future behaviour of the trustor. As a “mixture of retrospect and prospect” (Weick et al., 2005, p. 413), sensemaking occurs when “Communication, interaction, feedback and self-reflection combine and recombine in fluid networked, evolving social worlds” (Magala, 2009, p. 46). Relationships have emotional components of varying intensity and, according to Weick (1995), emotion often accompanies sensemaking as events unfold. He argues that a process of sensemaking begins or is reconstituted when there is an“interruption” (for example, an organizational change) and this triggers a response which is “infused with feeling” (p. 45).
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Course Manuals 1-12
Course Manual 1: Ignoring Resistance
Transformational Change: Can You Ignore Resistance?
It’s not rare for organizations to resist change, and it’s not always a terrible thing. However, when a company’s culture is characterized by a refusal to adjust to changing conditions, trouble is most likely to follow. A corporation may suffer irreversible loss as a result of product obsolescence, low employee morale, and dwindling industry influence.
Business Irrelevance Of Products
Every good or service was once novel, but things like technology, trends, and consumer tastes keep changing. Failure to stay up with trends and technical advancements might result in a company generating products that are no longer wanted or needed.
Case Study
In the latter decades of the 20th century, for instance, the demand for videotapes of movies and television series was extraordinarily high. Selling video players, recording devices, and videos itself was a lucrative business for many organizations. Other companies were focused on renting videos. However, DVDs and online streaming video eventually gained accepted in the industry. Businesses like Blockbuster suffered huge losses or went out of business because they failed to foresee or respond to these changes.
Process Inefficiency And The Requirement For New Technology
When they first start operating, a lot of businesses are undercapitalized. It’s common for a startup to create procedures that reflect the need to reduce costs while maintaining operations. But as time goes on, emerging technology and business norms may give companies — even those with lean operations — better, more affordable alternatives than those they are currently utilizing.
The justifications for a corporation continuing to use wasteful methods might be complicated. The management of a corporation could occasionally distance itself from the sector and be unaware of all the choices. Another, trickier situation is when a long-term employee performs a crucial task for the company but is concerned about becoming obsolete. As a result, the employee can reject new technologies and even thwart attempts to alter established procedures.
Case Study
Example: To manage its accounting, a new business hires a seasoned bookkeeper. The bookkeeper decides to utilize a simple spreadsheet application to manage the business’s finances and issues paychecks internally. The bookkeeper continues to perform the same, unchanging duties, using the same spreadsheet, and managing all payments to employees, including salaries and costs, as the business expands and its revenues rise.
The company thinks about buying new accounting software and outsourcing payroll management after several years in business. The software packages scare the bookkeeper, who starts to believe that switching to new software and outsourcing payroll will lead to his or her dismissal.
The employee, as a result, rejects every software package being considered and shows mistrust for every payroll provider the business is considering. Management is reluctant to offend a valuable worker who put in a lot of effort to bring the company where it is. Employees are grumbling about the length of time it takes to receive reimbursement for travel expenses, and the books are a complete mess.
Decline In Industry Influence
Failure to adapt can result in a company losing influence within its sector, which can harm its reputation among customers and clients as well as among rivals and affiliated businesses. Loss of influence over time may result in a decrease in income and may make it more difficult for the company to recruit top employees and get finance.
Case Study
An illustration would be a well-known vegetarian food firm that became famous for its soy-based meat substitutes. The company’s founders were pleased with the company’s accomplishments and did not see a need to alter the formulae or broaden the selection of products. However, as time went on, the company’s rivals made research and development investments, producing tastier, more adaptable goods made from non-soy protein sources.
The food company started to be referred to as an industry dinosaur by rivals and customers alike, and the company’s management and products were openly mocked. The business ran into financial difficulties as sales dropped, especially after a major storm wrecked its buildings. It looked for more money but discovered that despite its solid reputation, no lenders or investors were willing to help.
Ownership of the company at last understood that new talent was required to turn things around. Unfortunately, it was unable to match the competitive high compensation packages. Even worse, qualified professionals in the field expressed indifference in working for an organization that was seen as being out of date. Potential hires expressly expressed when a headhunter contacted them that they were concerned that joining this legacy company may damage their professional reputations.
Attrition Of Employees And Low Morale
Low employee morale can have a substantial impact on overall performance and motivate some employees to look for work elsewhere. Stagnant organizations can be a major contributor to this problem. Many employees want to grow their skill sets, but they might not be able to do so in a workplace that is resistant to change.
Case Study
An illustration would be a worker with a reputable company who received favorable performance evaluations and had a solid track record. The business had trouble building a presence online and had no luck using its website to sell things directly to customers. The worker informed management on numerous occasions that many firms had achieved substantial success in selling through third-party merchant systems, including the one offered by Amazon.
Even though firm leadership bemoaned its lack of online sales, the employee made repeated attempts to convince management to at least explore selling on the third-party website. Eventually, the employee quit the company out of dissatisfaction and took a lower-paying position with a startup that was keen to sell its goods on third-party merchant websites. The disgruntled worker tripled his new employer’s revenues in a year, making the startup a significant threat to the business he had previously worked for.
There Are Nine Business Transformation Statistics You Simply Cannot Ignore
We’re all aware of the fundamental shifts in technology, geopolitics, and culture that are influencing how we interact, communicate, and even organize our companies in the workplace today.
As a result of the prevalence of radical change, we have had to develop new conceptual frameworks for designing agile organizations as well as new acronyms, such as VUCA (Volatile, Uncertain, Complex, and Ambiguous), to define this new reality. In the midst of all the ambiguity, one thing is true: The key resource of any company is its workforce. A company’s ability to function, let alone transform to prosper in a setting where change is the new normal, can be hampered when people experience overload or change fatigue.
Because of this, 96 percent of firms claimed to be undergoing business transformations, but only 47 percent anticipated deriving sustainable benefit from those efforts, according to a 2016 KPMG Global Transformation research.
In fact, it’s believed that 70% of change initiatives completely fail, frequently as a result of employee resistance.
Organizations that struggle to manage transformative change will suffer negative long-term effects. An S&P 500 firm typically had a lifespan of more than 90 years in the 1930s, according to Innosight. Today, the average lifespan of an S&P 500 firm is only 18 years, and a new company leaves the list every two weeks. The conclusions are obvious: Companies must change or risk becoming irrelevant.
Many organizational changes begin as digital transformations, whose scope gradually expands. Companies understand that for the technology transition to take hold, considerable cultural changes are required. By 2020, 42 percent of CEOs at businesses undergoing digital transitions anticipate significant cultural shift. Furthermore, according to the same survey, 46% of CIOs say that cultural transformation is their biggest obstacle to success.
This is not shocking at all. Successful change involves a social movement that each employee voluntarily joins. When various individuals come together for a same goal under the direction of motivating leadership and a defined course of action, transformation is most successful.
In the current context, change leaders struggle most with managing and avoiding change weariness in both themselves and their organizations. At the 2018 Meeting Board annual conference on change and transformation, Gagen MacDonald polled attendees. It was discovered that the top source of frustration for change management and business transformation leaders is change weariness.
Companies that can figure out the code stand to gain significantly. Even while Gallup claims that employee engagement has lately increased, they still believe that disengagement costs the world economy $7 trillion yearly.
Even worse, according to a Gallup survey of employees, 23 percent reported feeling burned out frequently. 44 percent more people claim to have “sometimes” battled with burnout. In reality, job burnout drives up healthcare costs by $125 billion to $190 billion annually in the United States. Sadly, burnout is regarded as a common issue in the modern world.
Prioritizing employees makes a significant difference. Only 39% of participants in a pre-event poll conducted by Gagen before The Conference Board’s change communications conference in December 2018 thought their firms were successful at motivating staff in this period of continuing transformation. Participants did concur, though, that prioritizing employees increased engagement and eagerness for change.
It takes the ability to motivate individuals to take action to shift how they perceive change—from a project to a mission, from “work” to a movement. People must be able to clearly understand the future and how they will contribute to it. The key to change is to have a compelling narrative that explains why.
When it comes to transforming change projects from a demoralizing experience into something motivating and future-focused, an inspirational tale can make all the difference. Want to beat burnout and change fatigue? By connecting with the basic meaning and purpose of your business, you may transform change into something exciting. Encourage employees to have a personal connection to the brand, team, clients, and mission of your business. Develop their empathy by providing a deliberate plan and inspiring leadership in addition to a gripping narrative. A great narrative, devoted leaders, and a purposeful plan together can transform everything.
Exercise 3.1: Bounce Back
The answer to this question is obviously going to be “NO”.
Course Manual 2: Common Causes
Employee Resistance to Organizational Change: 12 Reasons
Let’s face it: predictability and stability are preferred by most people in both their personal and professional life. People therefore tend to avoid circumstances that disrupt the natural order of things, pose a danger to their interests, heighten stress, or include hazards. People typically begin to reject changes to the status quo when faced with them. Until people are able to see the advantages of change and decide that the benefits outweigh the risks or dangers to their own interests, resistance persists and, in some situations, even grows. L ack of communication on the what, why, when, how, who, and the necessary assistance for those affected causes people to reject change.
A fundamental human aversion to having someone else’s will pushed upon them, as James O’Toole notes in his book Leading Change, is the reason why people oppose change. In the end, it’s important to recognise all forms of resistance to change and to respect people’s feelings. It is far preferable to prepare for objections than to waste time putting out fires, and any change management strategy must include strategies for dealing with opposition to change.
Rarely is opposition to organizational change unreasonable. Employees fight against change because their viewpoint is the only one that makes sense to them.
There are twelve primary causes of resistance to change in the workplace:
1. Job loss: One of the main causes of resistance to change among employees. Any process, technology development, system, or product change in an organizational setting will involve streamlining, operating more efficiently, cutting costs, and accelerating turnaround times. All of these indicate that employees and managers will fight against any changes that result in the elimination or reduction of their roles. They see your adjustment as damaging to their standing inside the company. A chunk of an employee’s responses to change is determined by how satisfied they are with their jobs.
Employees that are highly satisfied with their jobs are better able to handle times of transition. They approach their work with more optimism and recognize that change is essential for the organization. On the other side, dissatisfied workers see change as another more irritation to add to their lengthy list of grievances. Whatever the change, there’s a good chance that any unhappy employees will see it as having a negative influence on both the company and them personally.
2. Poor Communication Technique: This is yet another important factor in why workers resist change. An important aspect in deciding how people inside the organization respond to any change process is how it is presented to them. Expect pushback if you can’t articulate the what, why, how, when, who, and what success will include or how it will be determined!
Why ask for a buy if staff members do not recognize the need for change? Particularly among those who firmly believe the way things are done now, and have for the previous 25 years, works well. Employees are far more likely to support a change when upper management plans for it, communicates with everyone early and effectively, and provides an explanation of why the change is necessary.
On the other side, required changes that are implemented with little to no communication are frequently met with resistance from employees who may feel that the change is being forced down their throats. There is no such thing as too much communication when it comes to change management. Informing staff members that there is no update on the ongoing change constitutes communication if there is no urgent information to share during a change! Regardless of your position within the company, practice an open door policy during this time as well. Don’t just remain silent.
Be available for questioning and present. When you convey irrelevant or sensitive information, you are in error. There is a limit to how much important information you can convey.
3. Employee resistance to change is often due to shock and fear of the unknown. The reactions of employees to organizational change might vary from fright and terror to fervent support. Some workers may feel the need to cling to the past during times of transition since it was a more stable, reliable period of time. If what they did in the past was successful for them, they can be reluctant to alter their behavior out of concern that they won’t be as successful going forward. The organization becomes more fearful the less information they have about the change and how it will affect them.
Not shocking people is another requirement for driving change. The company must be ready for the transition. Grapevine rumors will fill the hole left by a lack of continued two-way communication with leadership and undermine any change initiative.
4. Loss of Control: One of the main causes of resistance to change among employees. Employees gain a sense of control over their workplace through familiar routines. Employees may have a sense of helplessness and confusion when requested to modify the way they conduct business. When people feel that they have some degree of influence over the situation, they are more likely to comprehend and apply adjustments.
Employees can feel valued when communication channels are kept open and they are asked for their opinions, support, and assistance. They will feel more in control at times of change if you involve them, ask for their input, and let them volunteer for participatory roles in the change.
5. Competency issues: One of the main causes of resistance to change among employees. Employees find it difficult to publicly confess their fear. However, sometimes organizational change involves skill adjustments, and some employees may worry that they won’t be able to make the move smoothly. They can only resist the change as a result in an effort to survive.
Some workers indicate a lack of interest in learning anything new since they are simply scared to try out new habits. They make statements such as “I already know everything I need to know to complete the job” or “I am good at what I do why upset the boat?” The organization’s growth and ability to adapt to change will be hampered by personnel who are unwilling to learn anything new or who have already decided that the change won’t work. To be completely honest, they also impede their own development and growth.
6. Bad Timing: This is a further plausible explanation for why staff members fight change at work. When there are no other major efforts underway, change must be implemented. Sometimes, opposition to change isn’t caused by what a leader does, but rather by how, when, and why they do it. Because changes are introduced insensitively or at an inappropriate time, there may be excessive resistance.
Organizational leadership must leave their mahogany-paneled, air-conditioned offices, get their hands dirty, and establish a thorough change strategy from the beginning to overcome impediments for any large organizational change effort to be successful. If they are unable to do so, they should assign the task to a change agent or engage one to create a successful change management strategy with the assistance of some of the organization’s managers.
7. Lack of Reward: It’s a well-known adage in business that managers reap what they sow. When there are no benefits in place for the organization’s personnel, they will resist change. There is no incentive to support the change over the long term without “WIIFM” or a reward. This frequently entails changing organizational compensation structures in order to support the desired change from management. The reward need not always be significant or expensive.
8. Office politics: Internal politics are a common occurrence in businesses. In order to “show or prove” that the change decision is flawed, some employees resent change. They might also exhibit resistance by demonstrating the incapacity of the change-leader. These workers have made it their mission to undermine the transformation initiative.
9. Loss of Support Network: Workers who are already in their comfort zones, working with the supervisors they get along with, and following predictable routines are aware that their support networks will stand by them in trying circumstances. Changes to organizational structures could make them lose faith in their network of supporters. They can be concerned about working for a new boss, in a new team, or on uncharted projects because they think no one will be there to support them if they attempt and fail.
10. Former Change Experience: How we have handled change in the past influences how we feel about it today. Employees may revolt for good reason, for instance, if your company has a history of poor change management. Again, in their private lives, how employees’ families responded to change when they were young will have an impact on how they regard change today. Compared to persons who grew up in a variety of neighborhoods, employees who spent their formative years in the same house, the same stores, the same social club, and the same daily routes may have a harder time adjusting to change. In a similar vein, those who get accustomed to surrounding themselves with people who share their morals and ideals could have a harder time appreciating the diversity of today’s workforce.
An employee who was raised in a home where change was seen as an undesirable experience that upended the predictable family routine will likely have a more positive viewpoint on change than someone who was raised in a home where change was seen as a challenge to be overcome.
11. Empathy and Peer Pressure: Regardless of our level of extraversion or extroversion, humans are social beings. In order to defend the interests of a group, friends on the team, and coworkers, organizational stakeholders will fight against change. Employees frequently oppose change in order to defend their coworkers. Because of the shift that has been forced upon them, they may have genuine sympathy for their pals. Managers will also fight against change in order to defend their colleagues or friends. Any change could be sabotaged by any of these actions.
12. Employees’ lack of trust and support is still another important factor in their resistance to change. In an atmosphere of mistrust, organizational reform is not successful. Trust entails having confidence in the motives and actions of others. There is less reluctance to change in workplaces where there is a high level of trust and each person is treated with respect and dignity.
An otherwise well-planned transformation project will be doomed by mutual mistrust. Why would any employee trust a company that has a reputation for being unreliable according to evidence from the past? Any significant changes at work may make workers fear for their positions inside the company. To manage and aid personnel, a well-planned outplacement support should be in place. Employees oppose change because they fear that they would not be able to swiftly and conveniently find another employment.
Case Study: A Common Church
Nobody ever said that change management was only for huge enterprises and well-known brands. Consider this example from KM Jeff’s blog, whose church was constructing a new sanctuary. Because the membership would be paying for the sanctuary, the church formed a steering committee of congregation members.
Throughout the construction process, members were invited to engage and provide input. They were made to feel that they were an important part of the process. This was done so that they would accept the change because they had contributed to it.
By doing so and involving people, the church was able to reduce any unfavorable views about the sanctuary. The takeaway from this example is that getting everyone on board with the process is critical to ensuring that your change management approach is a huge success.
Exercise 3.2: Changing Chairs
Course Manual 3: Emotional Aspect
For many organizations, change can be difficult, especially when it involves many people and, occasionally, several locations. It’s also simple to get caught up in the structure and design of the plan and forget about the people it will effect as they choose the appropriate change management model for them, regardless of whether they want to execute little or significant changes.
Organizations should think about the human side of every change endeavor before putting it into action, especially the problem of dealing with resistance. Change may be frightening, and it’s common for people to react naturally in ways that are occasionally harmful or counterproductive to the intended outcome. It’s critical that leaders understand what to anticipate from and how to handle the emotional effects of organizational transformation.
The Curve Of Change
The change curve, which demonstrates how change affects people and organizations on an emotional level, is the simplest place to start. Although there are many variations of this model, they all strive to aid businesses in understanding the various phases that people go through when implementing change. It is frequently used in business.
Stage 1 – Shock or denial
The current status quo is disrupted. The change may startle people or they may not believe it is necessary. Some people might also believe that it won’t actually happen. Employee productivity may suffer as a result of their preoccupation with or anxiety over what is happening. It is the responsibility of leaders to ensure that employees are not overburdened, that they understand the direction the firm is headed in, and that they can see how it will benefit them individually.
Stage 2 – Anger or fear
Even if they may not desire the change, they now recognize what it is or that it is unavoidable. Employees can be angry that the change is being made or worried about what it might entail in the future. People generally dislike change because of the uncertainty it brings. For the organization, this is a dangerous time because people might become irritated or actively resist the change. Since productivity may decline even further, managers must be watchful and considerate as they guide staff members through this challenging period.
It’s critical that those in power sincerely hear and take into account people’s concerns in order to ease this transition. They may bring up concerns that the leadership had initially missed, and management should take advantage of this chance to gather some helpful feedback that can be used to reduce interruptions and boost employee engagement.
Stage 3 – Acceptance
Employees accept that a change is taking place and are curious about the opportunities it offers. Even though they may not agree with the change initiative, people adapt since they know it won’t go away. Productivity can now increase. Additionally, people tend to become less fearful and more optimistic. With assistance, encouragement, and as much training as possible, staff members will be more accepting of the change and may even begin to believe that it is important.
Stage 4 – Commitment
As they learned to permanently incorporate the changes into their work, employees have learned to accept or even welcome the shift. Productivity ought to be higher now than it was before to the adjustment. Even though there is still work to be done, now is the moment to ensure that people are content and at ease with the new standard.
Organizations may anticipate and successfully handle delicate and hard issues in a timely manner by taking into account how people react to change and preparing for their emotional needs in advance. Employees need their leaders to encourage, educate, and guide them towards the new status quo in a courteous and understanding manner, whether they are already on board with the change or are still opposing it.
Affective, Behavioral, and Cognitive Change: The ABCs
Affective, behavioral, and cognitive transformation are the three areas that organizational psychologists examine. The focus of affective research is on how people feel when things change. Studies on behavior examine how an initiative affects or has no effect on employee behavior. Cognitive studies investigate how employees’ perceptions of the change would affect success.
Affective Resistance
The ability to change and the environment’s acceptance of the change are both influenced by affect, or how one feels about the change. It seems like we’ve all noticed it. The change takes place if everyone is in favor of it (Jeans Day, yeah!). Resistance may become rife if it in any way undermines an individual’s perception of their place or role within the company (adopt agile).
Behavioral Resistance
The most obvious approach to gauge resistance is by behavior, or how the change is implemented: did they make the change at work or not? It’s never a straightforward yes or no, though. Nearly 30 years ago, Dr. Carol O’Connor created a mental model that contrasts resistance on two dimensions: overt versus covert resistance, and unconscious versus conscious resistance (what are the person’s goals) (how does the resistance manifest itself). For instance, covert, unconscious resistors are people whose conduct doesn’t change in large part because they are unable to comprehend the precise adjustments that are required of them or how to implement them. In other words, they are not self-aware or have the necessary skills to change. Conversely, overt, conscious resistors make it abundantly known that they either do not believe in the change or do not believe that it is in the company’s best interests. The first step in assisting team members in overcoming that resistance is frequently understanding where the resistance originates—a lack of insight versus a significant amount of anxiety.
Cognitive Resistance
Regarding cognitive dissonance, cognitive resistance refers to how the change affects one’s self-perception and social standing. If the modification goes against the employee’s principles, it can be disregarded. Mindset is the solution to cognitive barrier. People who prefer to keep things the same or in their current positions oppose change because they think it is pointless or unreasonable. (What we currently do works perfectly.) Supporters of the change think it is appropriate for the organization’s culture and objectives. They put the needs of the community before their own.
However, cognitive, behavioral, and affective resistance do not function independently. According to research, cognition controls both our emotions and behaviors in this scenario, acting as the quarterback. Understanding the brain is the key to supporting faster and more effective change, but it happens so swiftly that we miss it.
What Psychology Underlies Change Resistance?
Key ideas
Employee attitudes toward change, which are influenced by psychological antecedents, also play a role in whether or not a change is successful. Particularly, informed workers with strong social support will see organizational change initiatives more favorably.
Idea Summary
Why do some people embrace change more readily than others and develop a natural resistance to anything that materially affects the status quo? Often, a person’s fundamental attitude toward change holds the secret. Others have within them a favorable positive attitude toward change that leads to openness, while some people will default to an unfavorable, negative attitude toward change that leads to resistance.
Cognitive biases, which are biases in how people process, evaluate, and retain information, can significantly influence how they feel about change. For instance, we frequently group information into predetermined categories; as a result, anything associated with one category is automatically included in all related information.
Another cognitive shortcut that affects attitudes toward change is schematic processing, which is basically the simple route to retaining information by focusing less on particular information and more on assumptions and prior judgments. For instance, when processing information, we often use stereotypes as a result of schematic processing.
The result of these cognitive biases is that people rely on prior knowledge and evaluations rather than taking into account all of the information available when forming their opinions about it. A person who has experienced a failed change attempt will therefore remember that failure and judge fresh change initiatives in light of it. Information is the cure to such cognitive biases: people are less prone to rely on psychological antecedents to fill in the gaps when they are more informed about new change attempts.
Attitudes also have a social component. Workplace social support systems that make individuals available to help, such as institutions that encourage empathy and practical aid from coworkers and management, can help lower stress and boost job satisfaction. Social support provides emotional benefits that foster a more optimistic outlook on change.
Because most of the information that employees learn comes from social encounters, social support can even assist counteract cognitive biases.
Business Application:
For implementing organizational change, there are various approaches and rules of thumb, as well as ways to get beyond the normal and occasionally obstinate resistance that all change agents will encounter. Overcoming this resistance can be made easier by realizing that resistance to change is an attitude and by comprehending the psychological underpinnings of that attitude.
The first step is to understand how employees process information. Companies need to provide as much thorough information about the shift as they can in order to combat cognitive biases that could result in a bad attitude. Allowing employees to draw their own conclusions about what is occurring and why will lead to biased findings.
It’s crucial to comprehend the function of emotions in social support. Establish a foundation and culture of unwavering support for your staff by, for instance, encouraging teamwork, information exchange, and the expression of empathy in your workplaces. In the formation of some attitudes, emotion is more powerful than cognition. Employees who feel safe and supported are less likely to oppose your change attempts.
Case Study: Coca-Cola’s Adaptability
Perhaps no organization has faced as many change management issues as the Coca-Cola Company. One example comes from the 1980s, when Pepsi began aggressively targeting Coca-Cola.
In response, the latter introduced New Coke, a sweetened variation of their classic beverage.
New Coke was a flop and did not appeal to the general people. Coca-Cola quickly replaced it with the previous formula. The brand was able to adapt promptly to consumer preferences in this case, ensuring that the product’s appeal was preserved.
It goes all the way back to World War II. Coca-Cola swiftly established itself as a symbol of the US war effort by providing free refreshments to soldiers. At the same time, it increased brand recognition in destination countries occupied by allied forces. During this time, Coca-Cola expanded its global reach by opening 64 new manufacturing facilities.
The company’s postwar worldwide expansion strategy was expedited as a result.
These are just a few of the change management examples that demonstrate how Coca-Cola stays ahead of the competition. Coca-Cola created Enviga, Diet Coke, and Coca-Cola Zero to appeal to this target population in response to increased health consciousness. The organization then followed an acquisition strategy to better deal with customer preferences during the Asian financial crisis.
Change management is clearly a critical component of Coca-overall Cola’s strategic vision by reacting fast and acting proactively in anticipation of changing trends.
Organizational changes are continually occurring in today’s world and have become a vital component in reacting to the constantly changing dynamics of the marketplace. Whatever your industry, your aims are the same.
Exercise 3.3: Change’s Ups and Downs
Course Manual 4: Identify Signs
We fear change. That which is unknown. Since it is in our tendency to seek enjoyment, comfort, and security, the idea of change – of leaving behind what is familiar and entering an unknown circumstance – goes against our own nature.
When you try to enact a change, there are generally one or two vociferous opponents, but if you pay close attention, you will notice that those who remain silent also start to fidget uneasily. This becomes painfully obvious in process excellence efforts.
Even if you fully explain the motivations, the expected results, and reassure everyone, some people may still be hesitant to accept that this change is for the better due to the unknown. Because of this, process excellence teams have been heavily emphasizing change management for a while now.
The reality is that many of your employees won’t ever openly express their worries, but if you can’t persuade them that the new procedures you’re implementing are valid, your project may stall out before it even gets off the ground. How then can you identify those opponents who, rather than simply being wary of change, occasionally start to actively oppose it?
The first step in overcoming resistance to change is to recognize the symptoms and signs of resistance. However, resistance has the drawback of being hard to spot.
Because opposition to change does not always show itself in obvious ways. These indications can be overt and obvious at times, but they are frequently subtle and veiled. Early identification of these indicators will increase the likelihood that change leaders can handle resistance before it solidifies.
Understanding the telltale indications or symptoms of change resistance does not address its root causes. Leaders of change must understand the distinction between symptoms and causes in order to avoid conflating the two.
There are eight common signals that employees are resisting change, according to the research that is available and the experience of practitioners.
Let’s examine each of these in turn.
8 Symptoms of Resistance to Change
1) Refraining from taking on new tasks
Most of the time, workers welcome new tasks. This occurs particularly if the assignments enable students to face novel difficulties, investigate fresh possibilities, and achieve novel successes. They benefit from these new opportunities in terms of both income increases and promotions.
Your employees rejecting new assignments is an indication of change resistance since they would rather stay in their familiar environments than explore new ones where they might only notice the negative aspects of a situation.
The staff may have a variety of explanations. In reality, many employees will experience physical signs of stress as a result of the adjustment. These symptoms might manifest as headaches that last longer, muscle aches, and other physical ailments that traditional medicine cannot explain.
The employee’s inability to adapt to change and indicators of change resistance are the most likely causes. In addition to some genuine excuses, some excuses might be made up.
2) Absenteeism
Employee resistance to change is evident if, prior to the change, they consistently arrived at work on time. However, when the changes were implemented, they suddenly started arriving late. Many employees want to fully participate at work, so they arrive on time and sometimes even remain late. However, they might arrive late and wish to depart early if they dislike the work or the adjustments that have been made. This unmistakably indicates opposition to change.
The majority of employee absence takes the form of sick days, which is done so as to avoid expressing their disagreement in a way that will lead to problems. You should calculate the percentage of sick days taken, and you might find that they’re rising alarmingly quickly.
Even the most senior employees experience this once changes are implemented when they begin skipping crucial meetings because of a lack of morale or because they haven’t gotten used to how the business is now run.
Absenteeism is a blatant indication that employees are not at ease or content, and if the behavior did not exist prior to the introduction of change, change is likely to be the primary cause.
3) Decreased productivity
A decline in productivity is the most obvious sign that your staff are being resistant. Employees are resisting change if their output is low or drops as a result of the change, yet they all continue to be busy at work.
Even though the modifications were intended to boost efficiency, staff members may delay implementing the new methods of conducting business if they are uncertain about the methods or feel exploited.
In other cases, when workers miss deadlines, they may cite the modified procedures as a justification. This mainly occurs when managers make employees sign acceptance forms, making them feel pressured to accept the change.
4) Ineffective Communication
Employees who prior to a change had strong internal communication are more likely to reject the change if there has been a breakdown in such communication. Not all employees may be opposed to the change in this situation, but some may refuse to acknowledge that new procedures have been implemented and they are not being followed.
On the other hand, there can be more rumors spread than true dialogue. Different employees may pile up emails, slow down productivity reports, ignore updates, or otherwise demonstrate resistance through communication breakdown.
5) Failure To Adapt New Procedures
Change The most frequent signs of resistance are when staff members take longer to get used to the new adjustments or even actively avoid them. To illustrate this, I’ll use a really straightforward example.
Case Study
The managers of a particular company who were provided consulting services were required to submit all of their financial claims using a CRM. Prior to this, the corporation automatically reimbursed the managers’ reimbursements. But because the corporation had to pay for these reimbursements, it was interested in learning more about them.
They started requesting that managers complete an online form for their reimbursements. Naturally, these managers were tired of filling out the information in the system because they were accustomed to receiving reimbursements immediately. The managers took 3–4 months to become used to the new reimbursement scheme. And afterwards, the business was able to lower the price of the total reimbursements by making other improvements.
After new organizational procedures are implemented with the goal of improving productivity and service delivery, the resistance to change begins to show, yet resistant personnel carry on as usual.
As a manager, you should be alert for this warning sign and take appropriate action to prevent losing clients as a result of poor service quality or subpar product production.
6) Low Morale
As a manager, you’ll observe low morale as a traditional indicator of resistance to change after implementing new adjustments. If your employees have always had a high level of motivation for their assigned tasks but now their motivation clearly drops, they grow distant, and they appear lethargic, fresh adjustments may be the root of the problem.
Because they are uneasy, employees who are experiencing poor morale are less motivated to take on additional duties and projects. Low morale has a detrimental effect on the organization’s productivity, which is low productivity. Furthermore, a team’s morale as a whole might be affected by the low morale of a couple of key players. The company will suffer as a result.
7) Decision-Making Inertia
Employee opposition to change in an organization paralyzes managers’ ability to make decisions. Due to the variety of mental processes involved, not only the management but the employee also considers several options before reaching a decision.
Since your job as a manager is to make sure everything is put into place and working properly, you stop being a manager when you are unable to make new things happen or force your staff to accept changes. As a result, the team as a whole is affected by the mounting tension and pressure.
8) Grievances And Gossip
Increased complaints and rumors are another key indicator of resistance to changes that have been introduced in a company. It’s possible that the staff won’t bring their complaints to you as manager. Because they believe you are a part of the team responsible for planning and implementing the change, they will complain among themselves. As a result, a grapeview starts to form within the company. These grievances may not only be disruptive, but they may also result in decreased production.
On the other side, gossip is a common way for people to express their unhappiness. However, if the management fails to openly discuss the change and lets the talk get out of hand, it could cause serious issues in the business that could take some time to fix.
Following the implementation of changes, the manager should be alert for various symptoms of resistance to change. The optimum moment to take action and deal with any issues causing resistance, though, should be when you notice signs of resistance.
The manager should listen to employee concerns without ignoring them and encourage open discussions about the change, where he or she explains the change and the causes of the change, in order to reduce resistance and ensure that the changes are welcomed by the employees for the smooth operation of the company.
Exercise 3.4: Alien at Dinner
Course Manual 5: Manager Resistance
Middle managers hold a position in organizations that is so distinct and strong that they have the capacity to make or fail a change concept. They are able to communicate the vision for change to senior management, but they are also the ones that worry about the initiative’s failure or unknown outcome.
Due to their special position, they have the ability to challenge senior management’s view on change and are susceptible to pressure from employees who are adamantly opposed to it. They can go either way since they are in the middle.
Are Middle Managers Change Supporters Or Blockers?
Typically, senior management foresees change in their enterprises. They take charge of every phase and process of change management in addition to just envisioning it and making strategic decisions about how to achieve it. However, middle managers are always the ones who simultaneously communicate organizational change to employees and consumers. They comprehend and are more knowledgeable about actualities on the ground. They are well-versed in business practices, hence nobody can implement change more effectively than them.
A study which was published in the Harvard Business Review claims that middle managers are crucial to the execution of organizational change for four reasons. First, they possess the capacity to generate and modify thoughts. Second, they have much stronger social ties with the employees, who are equally crucial stakeholders in the success of any reform. Thirdly, they know how to influence employees since they have a greater knowledge of their emotions and mood. Fourth, they are aware of how to move forward, particularly when an organization is struggling with resistance to change.
However, they constitute a significant source of opposition to change. They often exhibit active or passive opposition to change if they are not properly consulted or if they reject the idea of the change. When people resist change, there may be other factors at play. In either scenario, the role of middle managers is crucial to the transition process.
Let’s examine the remaining seven causes of middle managers’ resistance to change.
1. Focusing On Quick Results
Middle managers put greater emphasis on the present than the future since they are more involved in operational management. This limits their capacity to think beyond current operations, particularly in terms of the organization’s future in the following ten years.
They lose the ability to see long-term growth and instead become more focused on getting results right away. Middle managers typically become strong opponents of ideas for change when they adopt this approach. They believe that striving for change is a complete waste of time and that doing so will cause them to lose control of the situation.
2. Extremely Conservative
Middle managers are sometimes referred to as the “frozen middle.” When it comes to using fresh techniques and ideas to advance their company, they are very cautious. They are hesitant to try new things, give up on inventiveness, and offer unconventional ideas. They just care about earnings and are afraid of failure or losses. They become less susceptible to new ideas as a result of this strategy, especially when it comes to change. They consequently have a tendency to oppose change and make every effort to aggressively or passively obstruct it.
3. Fear Of Loss Of Job
One of the biggest reasons middle managers resist change may be a fear of losing their jobs. They are more liable to upper management because they oversee and supervise daily activities. They believe they will be questioned first if change is not producing the desired results and creative ideas are not producing results.
When a middle manager’s plan doesn’t provide the anticipated results, the middle manager’s ability to make decisions is initially called into question. He’ll be viewed as being incapable. They feel uneasy about change as a result of this. Additionally, they do not want to jeopardize their reputation or exhibit extreme resistance to change.
4. The Loss Aversion Feeling
Loss aversion refers to a behavior in which a person constantly acts and thinks to prevent loss. Instead than focusing on earning something, they would rather avoid losing something. Therefore, people feel that losing something they already own is twice as important as getting something of equal value. Middle managers can suffer greatly from feelings of loss aversion since they believe in it.
They feel that it is their primary duty to safeguard their company from dangerous transformation initiatives that might ultimately fail and harm their brand. According to middle managers, a failure would be handled far worse than a success would be rewarded.
5. They Do Not Receive Training For Change
Organizations typically make very little investments in middle managers’ ability to adapt to change. They are unable to foresee change because they are too busy managing everyday operations and tasks. They are unaware of the outside environment, current business events, the emergence of new technology, and how these will impact their organization and their roles.
There are no specific training courses created to prepare middle managers for change management. Middle managers naturally become change blockers rather than change supporters due to their limited capability and capacity.
6. Use A Conservative Style Of Hiring
Since middle managers are responsible for recruiting and hiring human resources, they adopt the same cautious strategy and grow reticent to welcome new talent with innovative ideas. They frequently select candidates that have a history of maintaining operations by adhering to traditional working procedures.
Additionally, they detest recruiting diverse teams since they worry about the everyday outcomes. They also don’t want to try out new talent. However, by doing this, middle managers deny their company the opportunity to hire young talent who may achieve marvels in the future.
7. Improper Strategic Thinking
Last but not least, intermediate managers lack strategic thinking and do not consider the organization’s overall goals. They frequently have a low capacity to foresee their company’s long-term growth and implement measures to accelerate its development.
Making strategic decisions without consulting intermediate managers is likewise a mistake on the side of top management. Senior management is solely responsible for this area. As a result, when middle managers face opposition to change, cracks start to appear and change becomes unavoidable. They refuse to accept that if the organization’s future is uncertain, neither is their own.
How to Handle the Resistance of Managers
Knowing the reasons behind your managers’ resistance to change is only one piece of the solution. Here are a few actions your business can take to prevent this resistance from growing into a bigger problem.
1. Get managers involved in project planning
Make sure the project’s company managers are actively involved from the start.
They should be included, for instance, in demand collecting sessions as well as other crucial phases of ERP software selection.
Managers are the go-to people for specific departmental knowledge. If you treat them accordingly, they can become some of your most outspoken and aggressive change agents.
2. Assure Support from Executive
For ERP projects to begin, executive support is necessary. Additionally, it gives managers the impression that they have the support of everyone.
It will be much simpler to persuade managers to follow suit if leaders back and promote the move.
3. Allocate Enough Time
Working with a tight deadline rarely turns out nicely. If schedule adjustments are required to fulfill arbitrary deadlines, managers who are already uneasy about the change will become even more uneasy.
As a result, strive to give them plenty of time to complete their tasks while also getting their opinion on the timeline for project completion.
4. Offer training materials
Managers received training on how to perform their jobs before taking on new responsibilities. However, it’s likely that they didn’t receive any training on how to guide their entire department through a transformational transition.
As a result, it’s critical to develop training materials that assist managers in developing their leadership capabilities in order to handle these upcoming tasks.
Make sure managers have access to the labor and funds they require in addition to training resources so they can advance with assurance.
5. Pay attention to issues
Don’t brush under the rug the fact that a management is resistant to a change or upset about it if you know it. Instead, arrange a meeting so that you may talk about the specifics.
Pay special attention to the concerns and apprehensions they specifically mention during these sessions. The majority of the time, you’ll discover that their outward opposition is only a cover for their true emotions.
6. Emphasize Effective Communication
By making sure that all project-related communications are succinct and precise, you may avoid almost all instances of management opposition.
We advise creating a communication strategy as part of your change management strategy. You will design personalized messaging as you construct this strategy and specify who will deliver it when.
Case Study:Aktia
Banking is an old sector with many hierarchical systems. At the same time, it is undergoing significant changes as a result of digitalization and evolving client behavior.
Aktia, a Finnish financial business, and Milestone, a culture design agency, concluded that in order to welcome external changes, they needed to double down on what was already working well in Aktia’s internal culture.
They found the finest components of their culture by listening to Aktia’s employees and line managers: collaboration for the customer, innovation, boldness, and accountability.
“Using digital tools combined with service design methods allowed us to grasp the big picture fast.”
“We got the opportunity to also involve line managers in the organization straight from the beginning. Using digital tools combined with service design methods allowed us to grasp the big picture fast,” says Elina Aaltolainen, Culture Strategist at Milestone.
Recognize the reasons why managers resist change.
On many levels, a company-wide transition is exhilarating. Not everyone at your firm, though, will share your enthusiasm for it. Managers are included here.
Change is resisted by managers primarily because it makes them wonder what value they add to the organization. You should involve department managers at every stage of the project, especially during the planning stage, to avoid unpleasant feelings.
Exercise3.5: Change your seat
To Begin:
This exercise has numerous benefits and signifies numerous things, including:
Course Manual 6: Change Tolerance
How to Increase Your Workplace Tolerance for Uncertainty
While embracing ambiguity in the workplace is vital, it can be difficult. After all, it’s normal to want direction and control in our careers. It’s reassuring to be given definite instructions or to have a clear vision of the future to work toward.
Uncertainty at work, on the other hand, is a fact of life in today’s business world, especially in the aftermath of the COVID-19 issue. If you don’t learn to tolerate ambiguity, you’ll become too cautious and risk-averse.
This is especially true for “Sensitive Strivers,” or great achievers who are also deep feelers and thinkers, and who can all too easily spiral into fear of the unknown and failure. Many Sensitive Strivers, as perfectionists, are uncomfortable with uncertainty since there is no clear-cut “right” or “wrong,” which fosters tension, self-doubt, and overload.
A preoccupation on structure and a constant need for validation might limit your potential and keep you from taking risks that could boost your success, such as pitching an innovative concept for a new project, stepping up into a larger role, or even starting your own business.
Ambiguity Tolerance and Why Does It Matter?
Ambiguity, often known as uncertainty tolerance, is a fancy way of saying “working in the gray.” It demonstrates the ability to function well in conditions that are confusing, unpredictable, or unfamiliar.
Tolerating uncertainty at work can include:
• willingly taking on new responsibilities with no prior experience
• acting even when the outcome is uncertain
• making a judgment choice with incomplete facts
• Feeling at ease with new coworkers, teams, or collaborators
• Viewing circumstances as spectrums rather than binary dichotomies (good/bad, right/wrong, etc.)
• Navigating different opinions
• Working well under changing situations
• Embracing complexity
• Staying cool if routine or routines are disrupted
• Obtaining the knowledge needed to solve difficulties
• Speaking up and expressing ideas even when you don’t have all the answers
It is critical to hone your ability to thrive in unclear situations. You can adapt to ever-changing situations, acquire confidence in your decision-making abilities, and become more resistant to criticism by increasing your tolerance for uncertainty at work. According to studies, professionals with ambiguity tolerance have higher job satisfaction, better mental health, and stronger emotional intelligence.
Ways to Increase Your Workplace Ambiguity Tolerance
1. Alter your perspective on uncertainty.
Your reaction to a situation is determined by how you see it. And you probably thought unclear situations were dangerous or menacing up until now. That point of view isn’t helpful, and it merely promotes the notion that tolerating ambiguity is something you’re lousy at or want to avoid.
Instead, change your thinking. Begin modifying your story to reframe ambiguity. You don’t have to view uncertainty as desirable, but you can come to accept it as an opportunity to put your natural abilities as a Sensitive Striver to good use, notably your capacity to think deeply, manage difficult topics, and problem solve. Your ability to identify nuances and make connections that others miss indicates that you are good at bringing unique ideas to the forefront. When things are confused, focus on your strengths rather than your weaknesses.
Use phrases like “It’s only human to worry” and “This is scary, and I’m not alone in experiencing that” to adjust your self-talk to fit the reality you’re confronting.
2. Take command
Passivity in the face of uncertainty places you in a position of powerlessness in the eyes of your supervisor and peers. You begin to believe that things are happening to you. As a result, assertiveness is an essential component of embracing ambiguity. It assists you with regaining an inner sense of mastery, competence, and self-efficacy in the face of rapidly changing external situations.
Being assertive entails the following:
• Standing your ground. To project confidence, take up space, and push back when necessary, you must value yourself enough to put forward your views even if others don’t like them.
• Approaching circumstances objectively and with consideration for the perspectives of others. Speaking out for yourself in a clear and straightforward manner allows you to work through confusion in a low-stress, no-drama manner.
• Seeking win-win situations wherever possible. Regardless of whether you get your way or not, act with integrity and in accordance with your ideals.
3. Don’t react; instead, respond
You are more in tune with your emotions as a Sensitive Striver. When faced with ambiguity, use this to your advantage by conveying calm inquiry. While others may be in a state of panic, your emotional stability functions as a superpower.
To stay in that optimistic mindset, make sure you’re doing everything you can to keep negative self-talk at away (you know, the voice that tells you you’re not good enough, clever enough, or know what you’re doing). Instead than obsessing on failures or missed opportunities, focus your valuable energy on the future. Adopt the perspective that terrible situations are transient and resolvable, rather than permanent and all-encompassing.
When you’re exhausted and worn out, it’s nearly impossible to shift your emphasis from anxiety to opportunity, so engage in your own self-care so you can continue to concentrate your mind on hopefulness and optimism.
4. Place little wagers
Breaking down risks into a series of trials or modest bets is one strategy to deal with the intimidating size of the unknown. Essentially, you want to test the water before diving in.
If you’re thinking about establishing a new business strategy, for example, a tiny gamble could be asking top management about running a pilot first.
Iteration, which is merely a fancy way of stating you’re adapting, building, or expanding on an idea, is another method to understand this concept. The purpose is to quickly and rigorously test theories, evaluate the results, and then evolve, pivot, or scrap it. Not every concept is inspired and warrants a thorough investigation.
Iteration, for example, can help you pick through the good ideas, weed out the terrible ones, and foster the amazing ones if you are in charge of product design for your organization. The same is true for marketing strategies; occasionally the campaign you build is a complete failure, but the essential thing is that you learn from the experience and apply what you’ve learned to future efforts.
By testing ideas on a smaller scale, you give yourself the opportunity to assess how risky an idea is while also minimizing any potential negative impact if it fails.
Action leads to clarity. Making a decision is ultimately better and more efficient than spinning in doubt for days, weeks, or months.
5. Avoid relying too heavily on plans.
Ambiguous situations might be especially frightening for Sensitive Strivers because we thrive on structure. And, while organization can contribute to efficiency, it is also possible to over-optimize and become overly reliant on the plans you’ve created and the method you follow.
When making long-term professional plans, you should be willing to analyze, adapt, and adjust them as needed. If you’re overly inflexible, you’ll probably have trouble dealing with randomness over which you have no control. Things change, and the goals you set for yourself may not be met on the schedule you planned for or in the manner you envisaged.
For example, suppose you accept a position that promises to put you in charge of a new division that will be launched in six months. However, no improvement has been made after a year. If you are too focused on your five-year plan, you may continue to wait (and wait) for a promotion that never comes, sacrificing years of your career and earning potential. Instead, be willing to adapt and roll with the punches, perhaps agreeing to relocate to a different department within the firm that gives more opportunities for progress or making the leap to a new organization that will allow you to reach your professional ambitions.
If you rely on and focus on a single set plan, you will almost certainly miss out on opportunities that come along the way simply because they do not match your professional blueprint. You could be working in a client-relations department when an associate at another company notices your event organizing skills and offers you a related position. Although it may not be what you had in mind for your future job, if the position offers opportunities for advancement as well as a competitive salary and a nice work atmosphere, it would be foolish not to consider it.
6. Accept the unavoidable
One of the most frightening aspects of working with ambiguity is the inability to plan for the unexpected. And yet, in life, things rarely happen exactly as planned. It’s impossible to predict when someone may call in sick or when your boss will pull a surprise on you. You can only prepare for the possibility that unexpected events will occur.
When unanticipated things aren’t good, they don’t have to be devastating. You can learn to efficiently manage your emotions when things go wrong by practicing negative visualization, a psychological practice designed to help you prevent emotional instability during stressful situations. Imagining worst-case scenarios ahead of time will help you foresee and handle difficulties.
If you are afraid of being fired, imagine how you would react if this occurred. What are your thoughts? What are your plans for the future? You’d probably devise a strategy that includes honing your résumé and leveraging your network to gain interviews — a long cry from ending up broke and homeless, which is a dramatic worst-case scenario.
The method works because it enables you to examine situations sensibly rather than reactively, avoiding career-damaging hasty decisions. You’ll frequently discover that the “worst-case” scenario you planned for doesn’t even come close to accurately depicting the situation.
Whether your boss has asked you to entirely handle your quarterly projects or you want to establish the groundwork for a whole new endeavor, developing a tolerance for uncertainty is an essential workplace skill. The capacity to complete tasks without supervision or explicit instruction is a necessary professional skill, and you cannot survive in a changing workplace without it.
Case Study: Historic Resistors
Because of our ability to share knowledge and learn from one another, change is exponential, meaning it doubles in pace. Recently, the most significant shift in our lives has been the rapid expansion of our ability to communicate and learn from one another from small groups of people to the entire planet.
Resistance to change is not a new phenomena, as seen by these renowned examples of exceptionally smart and accomplished people who resisted change.
“There’s no chance that the iPhone is going to get any significant market share.” — Steve Ballmer, Microsoft CEO, 2007
“Television won’t be able to hold on to any market it captures after the first six months. People will soon get tired of staring at a plywood box every night.” — Darryl Zanuck, executive at 20th Century Fox, 1946
“The horse is here to stay but the automobile is only a novelty – a fad.” — President of the Michigan Savings Bank, Horace Rackham, encouraging Henry Ford’s lawyer not to invest in the Ford Motor Company, 1903.
“The Americans have need of the telephone, but we do not. We have plenty of messenger boys.” — Sir William Preece, British Post Office Chief Engineer, 1876
Exercise 3.6: Cross Your Arms the other Way
Course Manual 7: Transcend Fear
The Complete Guide – Organizational Fear of Change
The main cause of resistance to change and change failure is fear of change.
It is a human emotional state that requires much more than logical argument and reasonable intellect to control.
But what precisely is it, and how can a company, its executives, and managers assist its staff in overcoming their concerns about change?
The Fear of Change: What is it?
Organizational change inevitably breeds uncertainty. This causes people to experience fear of change at work, which makes them feel pressured, anxious, sad, and worn out.
A person’s willingness to participate in the change process can be paralyzed by fear, which can also lead them to resist change.
Individual and group fear quickly turns into resistance to change in organizations going through transition. If left unchecked, this resistance has the potential to derail even the most carefully thought out change attempts. This is backed up by a large body of empirical data. For instance:
• Accenture found that 74% of the executives it questioned stated that fear of change was one of the biggest barriers to change in its 2017 Financial Services Change Survey.
• PriceWaterhouseCoopers (PwC) states in its report, “How to build an agile foundation for change,” “Research shows that nearly 75% of all organizational change programs fail, not because leadership did not adequately address infrastructure, process, or IT issues, but because they did not create the necessary groundswell of support among employees.” In other words, they did not assist staff in overcoming their reluctance to change, and as a result, it crashed.
According to research, the reason why about 75% of organizational change initiatives fail isn’t because leadership didn’t adequately solve infrastructure, process, or IT problems, but rather because they failed to generate the essential groundswell of employee support.
Why Do Workers Resist Change?
Security and safety are two of the six basic human wants, according to Maslow’s Hierarchy of Needs. This is removed by uncertainty. Tony Robbins, a leadership psychologist, concurs and lists assurance as the first of six requirements in his Human Needs Psychology hypothesis.
Only a small percentage of workers enjoy change. They experience an adrenaline boost from uncertainty, which motivates them to succeed. However, the majority of people view change as difficult at best and impossibly difficult at worst.
Bad change management is frequently held responsible for the failure of change efforts. However, it is not the implementation of change that is poorly managed; rather, it is how poorly people’s fear is handled, which is the driving force behind change resistance.
Your staff members can worry about their jobs when change occurs at work. They worry that they won’t succeed with novel techniques and methods. They worry that if they leave their jobs, their new roles will require talents they don’t have. They worry that the established working practices will change, that they will be demoted, or that they will no longer have access to dependable coworkers.
How to Address Employee Fears in a Workplace
An organization, as well as its leaders and managers, cannot afford to ignore the worries of its workers. It’s important to establish and sustain a culture of change.
Measuring and comprehending your current organizational culture is the first step in developing a positive transformation culture. To connect your intended culture with your desired business plan, you must first decide on your desired values and business strategy.
Engage your workforce in the suggested adjustments. As you establish the new culture, encourage engagement in brainstorming, problem-solving, and ideation.
Change is surrounded by positivity from the top down. High level sponsors set an example for new behaviors and show their dedication to change.
Communicate clearly and honestly, and be sure to coach managers and leaders in people management techniques. Use language that will appeal to teams and people to explain the shift wherever possible, such as in one-on-one conversations, team meetings, organizational briefings, etc.
Finally, address anxieties by staying continually aware of the organization’s emotional response to the new culture and change. Here are eight guidelines to assist your organization in achieving this.
1. Recognize the Change
Your staff members must accept the adjustment in a way that helps them get over their failure-related fear. This is addressed in step one of John Kotter’s eight-step change management method by instilling a feeling of urgency.
To do this, managers and leaders talk about the advantages of implementing change and the future vision. The dangers of doing nothing and maintaining the status quo are also discussed.
Make the risks and rewards more relatable, inspire excitement about the future’s potential, and involve people in the development of the change roadmap.
2. Recognize Your Fears
Acknowledging your fear is the first step toward conquering it. Managers can start a conversation that puts fear in perspective by encouraging employees to openly address their anxieties by asking them what would happen if the thing they fear actually occurred. By doing this, you can make preparations to address real drawbacks while looking forward to the positive.
A risk-averse culture in the workplace contributes to a lot of change anxiety. Errors are penalized, which stifles experimentation and creativity.
A fluid, adaptive, and casual culture is more receptive to change. Employees are urged to take chances and let go of fear of failure here. All workers are rewarded for initiative, creativity, and contribution rather than for making mistakes.
3. Quit Stressing
There will be concern. They break focus and flow when they do this while working. Productivity declines and goal-related progress is impeded.
Make time for people to talk about their worries away from the confines of the workplace. Use this time to assist people in overcoming their concerns and to establish a work culture where employees complete their tasks and produce outcomes.
Positive experiences will increase morale, which will assist to lessen stress. However, in order to increase productivity, you must accept that worry exists and get it out of your employees’ minds.
4. Recognize Your Emotions And, If Necessary, Get Support
Organizations have typically operated using hierarchical frameworks, where positions are dependent on management levels. People instinctively seek assistance from their bosses and supervisors in these situations. These support systems frequently become disturbed during times of transition, either intentionally or as a result of other events.
Employees must be aware that there is help available for them, and they must be encouraged to ask for it while they navigate the difficult emotions of transition.
As people adjust to loss, discomfort will be felt. In order to get the support they require, effective change management recognises this and encourages employees to speak with their supervisors, coworkers, spouses, friends, and other people.
5. Communicate Often And With Others
People perform better and have higher morale when they believe they are a part of the change rather than just experiencing it. Understanding something is necessary if you want to feel a part of it. How can organizations foster the knowledge that results in a family coming together in a single direction?
The solution is to use an efficient communication plan. McKinsey & Company identifies two-way communication as essential in its report, “How do we manage the change journey?” It recommends using the following communication techniques: Ensure that leaders understand how it feels to hear the change story for the first time before retelling it Make the message stick by repeating it in simple, clear, and concise language Move from telling to asking, getting people involved in change by proactively asking for opinions and ideas
Communicate through a variety of platforms and reiterate key points.
Finally, to ensure that they comprehend the change’s objectives and advantages and can contextualize their worries and concerns, ask people to explain the change themselves.
6. Think kindly
Fear is a harmful emotion that develops from negativity. Therefore, it is essential that change sponsors and managers maintain a positive attitude even if things don’t go as planned.
Change managers aim to present optimistic scenarios while discussing change while also encouraging their team members to express their negative feelings. Then, managers can create examples from real-world situations to show how comparable changes have been effectively managed in the past.
A great strategy for drawing on people’s innate resilience is to get them to reflect on previous times when they successfully handled change. By remembering how they overcame obstacles in the past to accomplish their professional and personal goals, this aids in overcoming their present negative thinking.
Managers can help employees overcome their worries and maintain a good attitude by assisting them in making useful comparisons like this. even when things are difficult.
7. Have adaptability
Boris Ewenstein, Wesley Smith, and Ashvin Sologar write in their article “Changing change management” for McKinsey & Company that organizations “are being forced to adapt and change to an unprecedented degree: leaders must make decisions more quickly; managers must react more quickly to opportunities and threats; employees on the front line must be more flexible and collaborative. The ability to adapt fast has become a crucial competitive advantage.
Employees that recognize the possibilities for expanding their skill set and expertise in order to progress their own careers will be more flexible and adaptive.
The ability to adapt fast has become a crucial competitive advantage.
In a similar vein, flexible change managers are more likely to promote involvement in change.
8. Contribute to the Change
In terms of many organizations’ hierarchical structures, this is not favorable to people being co-creators of change. People don’t typically destroy what they build, so as an organization, you want them to actively participate in and contribute to the transformation effort.
In order to engage employees, managers must be especially proactive in this situation. They should suggest committees and recruit members with a variety of backgrounds and abilities to help implement the change. These committees not only give people a voice in the change process, but they also offer fantastic chances to reaffirm the reasons behind the change and allay any anxieties that staff members may have.
In Times Of Change, Control Your Fear Of Change To Foster Positivity
The resistance that cascades and ultimately leads to the failure of change projects can be caused by poorly managed workplace fear of change.
Only when people’s values and beliefs coincide with those of the organization can change be successfully implemented. It is crucial that individuals share the change’s vision and goals. If they are paralyzed by dread, they won’t accomplish this. As a result, managing the human component of the change journey is essential for change leaders.
Only by comprehending what causes people to dread change can you create coping mechanisms for those worries. If fear of change is poorly managed or, worse yet, disregarded, only then can resistance to change be eliminated.
Case Study: Netflix
Netflix, the massive media-services provider, was founded in 1997. Previously, users could sign up for monthly memberships to have movies delivered to their door. This meant they avoided the late penalties imposed by typical movie rental businesses.
Netflix has proven to be a disruptive organization from the start, which has likely resulted in its ability to evolve and adapt to the digital age. Streaming for the business began in 2007, which meant subscribers no longer had to wait for DVDs to arrive in the mail.
Netflix successfully managed change management to satisfy the expectations of customers who would start watching content online. It was at a crossroads at one point, when its long-term viability was depended on how it managed the transition to a digital future.
Netflix members increased from 23 million in 2011 to more than 137 million in 2018, despite a dip in subscription numbers and stock data. So trusting their plan worked because the company recognized DVDs were on their way out and needed to change gears.
Exercise 3.7: Times change
To play, follow these steps:
Course Manual 8: Listen First
Overcoming Resistance Through Listening
At work or at home, resistance is frequent. Someone retorts against a concept you’ve proposed. Even if it is in their best interests, they nevertheless oppose it. It’s simple to become irritated and get caught up in a power struggle that demoralizes everyone and damages the bond. What do you do then?
Here is an illustration from the workplace, but the idea may be applied to our interpersonal interactions as well. Try to understand how this supervisor handles obstacles.
Example One
James: I dislike the concept of teams. They waste everybody’s time.
Supervisor: It will become second nature to you. It truly is a lot better approach to manage a business..
James: It doesn’t appear to be much better. Things used to be simpler around here when everyone understood their jobs and could complete them without too many interruptions.
Supervisor: You are correct that for many years that worked great, but not today with the speed of business, all of the competition, and demanding clients.
James: Well, I don’t see how being a part of a team will help. You are constantly dragging us away from our job to attend another meeting. These sessions appear to be a massive waste of everyone’s time.
Supervisor: You know, I used to feel the same way. However, I soon discovered that meetings are the only method for us to coordinate our efforts and make decisions. You’ll quickly realize how beneficial these meetings may be.
James: How can they be useful if it takes forever to make a decision? We’ve been working on it for a few months and it’s not getting any better. In reality, I’m accomplishing far less than in the past. I could get a lot more done if you simply let me get back to work.
Supervisor: I know it appears that way now, James. However, give it some time and you’ll see. If we can start functioning as a team, everyone’s productivity will increase, and we’ll do better overall. You only need to trust me and wait a little longer to see what I mean.
James: I’ve already given it enough time. Teams may work in certain businesses, but the notion will never work in ours. I apologize for bringing up the subject with you in the first place.
What Is Happening?
Let’s take a moment to consider the situation. The supervisor was courteous and even patient. He didn’t listen, though. James’ remarks may have been heard by him, but did James feel understood? The supervisor wanted to persuade James that working in teams is a good idea. He believed that if he could simply address each of James’ concerns and provide sufficient justification, James would see the light and support him.
But that doesn’t happen very often. Even though the supervisor’s arguments were all rational and “right,” it doesn’t matter. James is likely to remain reluctant because he did not genuinely listen in order to understand. He may be less outspoken, but he is still uncooperative and much less effective.
The sad thing is that discussions like these occur frequently. A manager or supervisor (or parent) believes they are responding to a complaint well, but the employee (kid) leaves frustrated and unpersuaded. So let’s stick with the scenario and see what happens when the supervisor listens more attentively. Take note of what you can pick up from him.
Example Two: Supervisor Is Given A Second Chance
James: I dislike the concept of teams. They waste everybody’s time.
Supervisor: You’re not persuaded that putting teams in place was a smart idea.
James: Right. I don’t see how working in groups will help us. You’re constantly dragging us away from our job to attend a training session or a meeting. They take a long time, and by the time we make a decision, we’re already behind for the remainder of the day.
Supervisor: Meetings appear to be a waste of time because they cause us to fall behind on our production schedule.
James: Yes. Things used to run smoothly around here when you were making decisions and we were free to do our jobs without interruptions. Anyway, isn’t that why they pay you so well?
Supervisor: (Chuckles.) You prefer it when I make the decisions so you can go on with your job. Is that correct?
James: That’s exactly what I’m saying. It’s just that our meetings are frequently a waste of time. Making a decision takes an eternity. We get worked up over the most insignificant things.
Supervisor: You believe that these sessions are a waste of your time.
James: Yeah. I’m a doer. I enjoy doing things with my hands. That is why I was hired, and it is what I enjoy doing. Too much time spent in meetings and training prevents me from doing what I do best.
Supervisor: Your ability to work with your hands brings value to the job. It is what you enjoy most about your career.
James: Exactly. (He stops, and his boss remains silent.) But, to be honest, I can see the logic of involving us employees more in decision-making. It’s been aggravating in the past to have to wait for you or an engineer to tell us what to do when we’ve known all along. I don’t mind the responsibility all that much. It’s just that, well, I’m not that good at reading. You understand what I mean?
Supervisor: I’m hearing you say that you understand why teams exist and that you’re even willing to take on additional responsibility. However, the reading bothers you.
James: That’s right. Right now, we’re learning a lot. And I’m not particularly good at memorizing things from books. I was never like that. I’m not particularly good at reading. And, to be honest, I’m scared I’d be really uncomfortable if my teammates found out. Right now, I have their respect. Everyone looks up to me since I am so knowledgeable about the profession. I’m terrified of losing that.
Supervisor: So, as you see it, working in a team atmosphere is similar to going back to school and doing something you didn’t enjoy. You’re concerned that your lack of reading ability will shame you in front of your teammates.
James: That’s correct. Teams perform well. In fact, I understand why they are better compared to our previous methods. But I’m concerned about how well I will adjust on my own.
Getting Past Resistance by Deep Listening
This time, the supervisor practiced deep listening in addition to hearing James. James was reluctant to open up, but he created a comfortable environment for him to do so, and as he did, the conversation grew deeper and deeper until they were discussing a serious matter—James’ limited reading comprehension and his anxiety of embarrassing himself in front of his coworkers. The idea of operating as a team was never the problem. He was afraid of looking foolish.
Making an environment comfortable enough for people to truly express themselves is therefore a crucial component of listening. We frequently assume that we know what people are thinking and feeling, so we jump right into addressing problems or giving them instructions. Do we actually comprehend, though? We don’t so often.
James’ resistance concealed a deeper worry. The supervisor was only able to comprehend James’ opposition by listening to him. Of course, the fundamental issue still needs to be resolved, and they can now cooperate to accomplish so.
We’re not saying that deep listening can always overcome opposition. However, we are asserting that a decent place to start is by listening. In addition to assisting us in reaching deeper, more fundamental concerns, listening softens those being listened to, making them more open to and responsive to our suggestions. If you’re a parent or a leader, there may be times when you still need to move forward with your agenda, but you’ll do it much more successfully if you’ve taken the time to listen.
Communication with the Resistors
Four ground rules should be kept in mind as you start speaking with resistors.
Put efficiency aside. True transformation can only be inspired by leisurely, one-on-one conversations held in person. It is not accomplished through email, memos, or webcasts. You must take the time to speak with them personally and do it with the least amount of time pressure feasible if a particular work group or person is crucial to the future of your firm and they are resisted necessary change.
Actually listen. No matter how clever your strategy or convincing your case, you must ensure that everyone feels understood. Listening is the beginning and the finish of that. Make an effort to repeat back as much of what you hear when you speak in these interactions to avoid dominating more than 20% of the conversation.
Be willing to transform yourself. A resistor who suspects you’re speaking to them solely to obtain what you want won’t open up, and they’ll surely refuse to board. You must be open-minded and willing to learn new things and, if required, change your goals. Show that your consideration of the thoughts and feelings of resistors will influence your decisions and behavior.
Have several discussions. Effective communication with resistors usually necessitates at least two conversations, according to our research. You listen throughout the first conversation and identify the causes of the resistance. Your objective in the second session is to demonstrate that you have given what you heard some thought, to describe what will be different—or not—in your strategy for the change as a result of that talk, and to explain why. We’ve discovered that anyone who actually listens to opponents will have their thinking transformed in some way, even if you’re not modifying your ultimate plan. So at least you can be sincere about that.
It’s important to allow enough time between these two conversations. Depending on the size of the alteration, we advise at least two days. Resisters won’t think that you’ve properly examined their point of view if you answer right away, whether during the initial conversation or within a few hours. Don’t wait more than seven days though, as after that the person will feel ignored and forgotten.
Every organization needs effective change management to thrive and advance. The most common mistake is ineffectively handling resistance. To do this, you must be able to assess your opponents’ hostility, take into account their views and sentiments, and then articulate how their feedback has altered your thinking, if not your plan. This technique takes a lot of time, but it works. Change happens one conference room and one office at a time, as former Boeing CEO Jim McNerney noted in one of our lectures.
Exercise 3.8: The “Four Ps”
Course Manual 9: Change Models
Change must be implemented in stages in order to avoic resistance. Fortunately there are many models to choose from to aid your organization on its transformational change journey. This course manual will focus on three of the most famous, and the pros/cons of each:
• ADKAR Model
• Kotter’s 8-step Change Model
• Kurt Lewin Change Management Model
What Is the ADKAR Model and How Do I Use It?
Anyone who has studied change management will be familiar with the ADKAR model. However, there is a significant gap between understanding the ADKAR concept and being able to apply it.
The ADKAR acronym is easily broken down into its five results, but successfully utilizing this popular change management methodology necessitates a deeper grasp of how to achieve each particular outcome.
What Exactly Is The ADKAR Model?
The ADKAR Model of Change Management is an outcome-oriented change management strategy that tries to reduce organizational resistance to change. The ADKAR Model, developed by Prosci founder Jeffrey Hiatt, is the Prosci change management technique.
What Does ADKAR Mean?
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
According to the ADKAR change management paradigm, awareness and desire are intended to lead you out of the current situation in which change is required but has not yet begun. During the transition, knowledge and ability emerge, and reinforcement focuses on the future.
How to Use the ADKAR Model to Effect Transformational Change
The ADKAR Model, because it is outcome-oriented, can be used to support change by establishing explicit milestones to be met throughout the process. Everyone involved in the transformation must achieve each goal, even if different persons achieve various goals at different periods. For example, one person may already want to change, but another is only now becoming aware of the need to change.
The ADKAR Model’s five consecutive aims identify regions of resistance, which is one of its most useful features. For example, is someone unable to change because they do not understand why it is necessary (Awareness) or how to achieve the change (Knowledge)? Once you determine the step someone is stuck on, you will be better equipped to coach them through the stage.
Goal 1: Raise awareness of the importance of change.
Without a doubt, articulating the need for change is critical, but raising awareness goes beyond just proclaiming it. Employees must not only understand but also agree with the logic behind the need for change in order to be really conscious of its importance.
Goal 2: Instill a desire to make a change.
Employees may understand why a change is needed, but that does not guarantee they desire it. They must desire the change in order to adopt it. Fortunately, you can cultivate that desire.
Goal 3: Provide information about how to change.
The ADKAR Model’s knowledge milestone is largely concerned with training and education. To start the change, your team must understand how their duties, skills, tools, and processes will be affected.
Goal 4: Ensure that personnel are capable of effecting change.
Employees’ confidence in their own abilities impacts whether or not they can or will do something, regardless of how well they know how to do it.
Goal 5: Reinforce the change
The initial momentum may carry you to the finish line, but if staff fall back on old patterns, you won’t cross it. Once new processes are in place, new software is installed, or the new organizational structure is in place, reinforce the change long after it has been implemented.
Seek assistance to accelerate transformation.
The ADKAR model is a useful framework for various sorts of organizational change. That doesn’t mean you should rely only on the ADKAR change management methodology. Each milestone may necessitate further assistance from change leaders, change management software, and employees, so be prepared to ask that assistance.
You might also explore integrating the Adkar approach with other well-known change management models. The ADKAR model could be combined with people-centric strategies to provide a framework for dealing with emotional reactions.
Kotter’s 8-Step Change Model: How to Implement Change
Many authoritative voices have offered their knowledge to the study of organizational change. When it comes to business change management approaches, no one speaks louder than Dr. John Kotter, author of the 1995 book Leading Change. As a Harvard Business School professor and world-renowned thought leader on organizational change, Kotter divided the change process into eight change management processes, which we now call Kotter’s 8-Step Change Model.
Let’s go over each stage in further detail.
An examination of the Kotter Change Model
After studying several leaders and organizations before, during, and after the process of changing or implementing their goals, Dr. Kotter established his change model. The Kotter Change Model divides organizational change management into the following steps:
1. Instill a sense of urgency
The phrase “If it ain’t broke, don’t fix it” appears to pervade many firms’ cultures. As a result, every effective change must be presented as a solution to a problem. This is something your company can accomplish if you:
2. Form a strong coalition
You will need partners and stakeholders to lead the charge on a major company reform. Having other visible company employees rally around your vision sends a strong statement and swiftly spreads support.
3. Create a change vision.
Because you had a vision for how things could and should be done differently, the transformation process began. Making that vision clear and understandable is critical to accomplishing the desired transformation. Visuals can help you develop urgency and create a clear vision for change by mapping out processes and systems to understand what’s working and what’s not.
4. Disseminate the vision
Your organization most likely has a lot of communication with which you will compete. As a result, simply emailing or sharing your vision with people of your organization is insufficient. To effectively implement the change, you must repeat it whenever possible and also show the desired behavior.
5. Remove any impediments
Resistance to change is to be expected, as you’ve probably discovered by this point. To build traction for your vision, you must take the initiative to remove roadblocks to the adoption of your new idea.
6. Achieve short-term success
A continuous current, rather than a spark, brings about change. Creating momentum for your vision is critical to ensuring that it sticks. Short-term triumphs are fantastic motivators for individuals working on your new vision and a great approach to counteract any skeptics or critics.
7. Expand on the change
Early successes, while important in initiating change, are insufficient to sustain it. Quick wins may lead you or your coworkers to believe that the change process is accomplished, but true change requires repetition and expansion.
8. Solidify corporate culture improvements
The last step in any change process is to ensure that it is ingrained in your company culture. Time, leadership changes, and personnel changes can all rapidly and readily diminish the impact of your transformation.
A model for all situations
Kotter’s 8-Step Change Model may be found in almost every field of organizational psychology, from business to politics to education to sports. Knowing these processes will benefit you at any level of your organization, whether you are leading the push for a major organizational transformation or assisting in the implementation of someone else’s vision.
When you take on a new project or lead a new agenda, use Kotter’s 8-Step Change Model and keep track of how effectively your adjustments worked. Improving your ability to deal with change will add enormous value to your life in every aspect.
Setting the course
Visuals are useful in sharing information and presenting a vision to new audiences while adopting change management in any project or process.
They aid in the consolidation of ideas while also prioritizing the most important signals. Diagramming your change process is the most reliable technique to chart the road for the transformation you desire.
Kurt Lewin Change Management Model – Unfreeze, Change, Refreeze
What is Kurt Lewin’s change management model, Unfreeze, Change, Refreeze?
Unfreeze, Change, Refreeze, or Kurt Lewin’s change management approach, is a model for understanding and managing organizational change. It tries to understand why change occurs, implement appropriate modifications, and normalize them in the organization’s day-to-day operations. The ultimate goal is to change the status quo with minimal impact on procedures or workers while assuring maximum ROI.
The model’s name is derived from the assumption that an ice block cannot be forced into a new shape without fracturing. To change from one shape to another, it must first be melted (unfrozen), poured into a new mold (change), and then frozen again in the new shape (refreeze).
Organizations can better prepare for a new status quo if they view change as a process with three different stages. They can reduce potential difficulties along the route and create a plan to manage the transition. Following this paradigm also assists firms in adapting to change and achieving stability while minimizing turmoil and discomfort for employees and other stakeholders.
The Three Steps Of Lewin’s Change Management Model
Here’s how Lewin’s unfreeze, change, refreeze model works.
Unfreeze. Before this initial stage, there is frequently a motivating event that reveals the need for change, such as declining earnings, a lawsuit, or just employee unhappiness. Once the choice to change has been taken, a change management strategy must be communicated throughout the business to prepare people for the change.
The organization must prepare for the anticipated change by raising awareness about it and identifying and addressing any potential opposition. Senior management and managers should explain to employees why the organization cannot continue in its current manner.
Senior management and supervisors must explain to employees why the organization cannot continue in its current manner.
Change. After the intended transformation has been adequately articulated, the following stage is to implement the change as soon and as seamlessly as feasible. During the change stage, actual changes to the company’s organizational structure, business procedures, staffing, or other areas are implemented. These adjustments may vary in magnitude based on the needs of the organization, but they should always be thoroughly considered with feedback from employees and other key stakeholders.
People frequently recognize that they must act in accordance with the new direction, but they may struggle to adjust to the new reality. As a result, implementing all of the necessary adjustments may take some time.
Refreeze. The last step is about consolidating the change such that the changes made in the second stage are normalized or absorbed in the organization’s daily activities. This process might be lengthy since staff must adjust to new practices or procedures.
Refreezing is an important step in ensuring that changes stick and that the workforce accepts the new status quo. It also stops employees from reverting to outdated, less preferred ways that may be detrimental to the firm.
Case Study: Nissan is an example of Lewin’s 3-Stage Model in action.
To better comprehend Lewin’s change theory, consider Nissan’s case study and how it supported and led its change initiative using the theories of Lewin’s 3-stage change model.
Nissan Motor Company, a Japanese automaker, was on the verge of bankruptcy due to its massive debt and steadily falling market share. However, Nissan formed a strategic collaboration with Renault, led by change agent Carlos Ghosn, in order to eliminate its financial burden. At the same time, Renault sought to increase its market share.
Carlos Ghosn faced the challenge of delivering a revolutionary change and turning around Nissan’s operations to make them profitable. He developed several cross-functional teams to decrease employee resistance and recommend a strong action plan in several roles. Through effective communication and positive reinforcement, he built a solid change management approach to address diverse business obstacles and enhanced employee involvement in the change journey.
He offered performance-based pay, enabled employees to attempt non-conventional approaches, and implemented an open feedback system to guide and facilitate employees in boosting workplace flexibility in order to refreeze the behavioral shift of the team members.
Exercise 3.9: Fishbone Analysis
• On a whiteboard, the instructor writes the key problem of a fictitious change process and draws a line to the left, forming the backbone of a fish.
• Draw additional lines at 45 degrees to the backbone, highlighting 5-6 significant underlying reasons that contribute to the problem statement.
• Participants should form groups to discuss the core problems in greater depth.
• Before proceeding to the solution step, the stems representing the reasons are further separated for a more complete study.
Fishbone Analysis’s Goal:
Course Manual 10: Trust
One of the most damaging and difficult to overcome obstacles in change management is a lack of trust.
Despite the fact that people can and will express their distrust, they frequently triangulate, or communicate their worries with a third party, rather than with the second party, the subject of their suspicion.
As a result, many CEOs are unaware of the brick walls they have unintentionally created through poor communication, failure to involve personnel in the difficulties that drive the need for change, or simply failure to deliver on commitments. Trust is built through open and robust communication channels.
Others are skeptical of those who are driving the change. There are numerous explanations for this. The change leader may be inexperienced (“He’s led ethics policy changes like this in financial services companies, but he’s never done this for a manufacturing facility”), arrogant (“She’s going to do what she wants no matter what input we provide; she just won’t listen”), or incompetent (“Every time he leads a project, we have major bugs or rollbacks; Leaders of change must have their act together and learn from their mistakes.
Other employees believe the change agents, but they base their actions on the subtle or overt reactions of a higher-level executive.
Case Study: Prosci
Prosci is one of the great change management research firms. Their approach to learning how to manage the people side of change is highly scientific: they do longitudinal studies of significant change initiatives with over 300 top-tier firms, using a variety of benchmarking tools. One of their most consistent findings is that the level of sponsor participation is the most important indicator of whether change will be appropriately integrated within businesses. Individuals will take that cue and respond to it (either overtly or passive aggressively) if they do not fully trust that all executives are in alignment: they know which side their bread is buttered. As a result, executives must either buy in or opt out.
Some staff are skeptical that reforms will be implemented. Perhaps similar reforms have been rescinded in the past, and employees have wasted a lot of time or have been left “carrying the bag,” so to speak. Perhaps the organization has in the past passively handled change adoption, resulting in little or no consequences for not altering behavior. Another exceedingly difficult trust issue related to a lack of reinforcement is the forecast or direct observation of a system in which failing to execute the change benefits the poor adopters. Consider a call center that introduces a new 15-second component to its offering but fails to change the average handle time targets for a monthly incentive program. Those who comply do not receive incentives (because to the length of their calls), while those who do not comply win the top places in the incentive scheme. The latter do not believe that the negative repercussions of their behavior will be more painful than the loss of the incentive. Do what you say: a reinforced plan is the best plan.
Every stage of change management is hampered by a lack of trust: wise leaders must be honest, prepared, aligned, and consistent.
Why Is Trust Important, And What Are The Advantages Of A Trusting Workplace?
Consider the following points:
1. Trust boosts morale and motivation.
2. Trust fosters collaboration and teamwork.
3. Trust results in higher speed, improved efficiency, and thus lower costs.
4. Trust facilitates ethical decision-making.
5. Trust boosts loyalty and willingness to stick with a company.
6. Trust minimizes stress and antagonism in the workplace.
7. Trust triumphs over opposition to change.
8. Trust dismantles corporate divisions and isolates behaviors.
9. Trust opens the door to persuade, discussing, and developing ideas.
10. Trust is an essential component of coaching and boosting employee performance.
Are you fostering a trusting environment?
Answer the following questions to create a personal inventory.
1. Am I listening to my employees’ ideas, thoughts, and opinions?
2. Am I receptive to employee suggestions and incorporating them into decision-making?
3. Am I establishing and expressing consistent standards for team and individual performance goals?
4. Do I tell the truth to my staff and follow through by doing what I say I will do, even when it is difficult?
5. Do I treat everyone with the same dignity and respect that I expect and want to be treated with, without exhibiting bias, judgment, or personal favoritism?
6. Are my own career objectives or personal agenda interfering with the performance of my team and my dedication to the success of my employees?
7. Do I show concern for each individual employee, work group, and department?
8. Do I set a good example and conduct myself in accordance with the organization’s mission, vision, and values?
Using these questions as a guideline to examine personal conduct can assist to raise awareness of the daily activities that foster a culture of trust in your workplace, which will result in a better work environment and do fantastic things for your organization.
Giving Feedback with a Positive Intention
The 3W Feedback Model communicates positive intent. It relieves tension and minimizes the likelihood of a defensive reaction.
Using this model, provide feedback as follows:
Describe WHAT the precise situation. Give an unbiased, eyewitness assessment of the situation. There is no rumor. There is no condemnation. There is no accusatory tone. Just a simple summary of what you’ve observed, with particular rather than broad generalizations.
Describe WHY this is important. Describe the influence on the team, customers, results, or individuals. If there is no impact, reconsider providing this input. People must understand why something is a problem in order to be motivated to change.
Share the WAY you would like this done differently in the future. State the desired change clearly, firmly, and succinctly. Provide any necessary or acceptable assistance.
Example
WHAT: You’ve been late to our last three meetings, including today, when you arrived 30 minutes after we began.
WHY: I bring this up because your efforts in these team sessions are critical. We cannot make a decision until we hear from you. We’re wasting time for the other 11 people who are present when you’re not there.
WAY: Going forward, I need you to notify me ahead of time if you will be late. I also want you to prioritize these weekly team meetings so that you can attend and be on time more frequently.
This feedback is given without any pauses, inquiries, or interaction. It’s a straightforward assertion delivered without hesitation. There is no wiggle area or room for misunderstanding.
The 3W Feedback Model has constructive purpose. The second W, WHY, allows you to share the purpose of this input as well as the significance of the change you’re proposing.
If you believe that more information is required to convey your constructive aim, begin with a brief statement such as “I’d want to share something with you that is meant to aid you.” If you say it, mean it! Move through your personal uneasiness and focus on positive outcomes rather than your concerns about how the other party will respond.
Don’t make the mistake of withholding your feedback from others. Managers frequently avoid providing feedback because they are concerned that it may hurt morale or the relationship they have with a direct report. This misplaced niceness isn’t very pleasant – denying someone feedback means denying them the opportunity to learn and grow. Who can believe a manager who doesn’t tell them the truth or supports them sufficiently to help them improve?
A culture of high trust is one that breaks down social barriers. It’s not about faking harmony or avoiding conflict. It is about honestly engaging with positive intent in order to develop trust and strengthen relationships.
Ten Of The Most Effective Methods For Fostering Trust
Now that you understand what trust is and why it is so important, it is time to discover how to cultivate trust in your own life and job. To create trust, you must take concrete steps. It will not happen by itself.
The following is a step-by-step guide to establishing trust with almost anyone.
1. Value long-term relationships
Developing a reputation as a liar is one of the quickest ways to destroy trust. Always tell the truth, even if it’s uncomfortable; don’t give others a chance to catch you lying.
2. Be honest
Developing a reputation as someone who is dishonest is one of the fastest ways to erode trust. Always tell the truth, even if it’s awkward; don’t give people an opportunity to catch you in a lie.
3. Honor your commitments
A trustworthy individual would do everything in their power to keep promises they have made. If you make a commitment, make sure you keep it. Make no promises that you may not be able to keep.
4. Admit when you’re wrong
People dislike hearing excuses. If you make a mistake, it’s best to admit it right away. If you realize you were wrong about something, admit it.
Being open enough to confess fault might make you appear more human and trustworthy. Being honest entails admitting faults.
5. Communicate effectively
Miscommunication can swiftly erode trust. Try to speak in a way that leaves no possibility for misinterpretation.
If you are unsure about something during a conversation, ask clarifying questions.
For effective communication, listening is equally as crucial as speaking. Make sure to allow others a chance to speak. If you truly listen, it will demonstrate that you care.
6. Be vulnerable
Being open about your emotions and expressing them might aid in the development of trust. It demonstrates that you care and that you are a person as well.
If something has upset or stressed you out, don’t be hesitant to tell your coworkers.
This one must be approached with caution. You don’t want to go about telling all of your employees unnecessarily sensitive information.
A certain level of emotional intelligence is required to ensure that you are not over- or under-sharing. Begin by progressively sharing. When done right, talking about your feelings can help to enhance a relationship.
7. Be helpful
Someone who is trustworthy will often go out of their way to assist others. Not because they have an agenda or intend to gain something from it. But because they are actually kind people.
Perhaps you’ve completed all of your tasks for the day. You might simply sit at your desk and browse the internet. You could also be useful.
Offer to assist a coworker who appears to be suffering with their own responsibilities. Alternatively, ask your boss if there is anything else you can do. Also, there is no harm in offering direction and advise to a new hire who appears to be overwhelmed.
8. Show people that you care
People will automatically trust you more if they believe you genuinely care about them. Remembering small information like a coworker’s child’s name or inquiring how their weekend went is a smart place to start.
You’ve probably worked with someone who appeared to be isolated in their own world. They didn’t appear to care about anyone other than themselves. You’ve probably also worked with someone who was kind and checked in on a frequent basis to see how you were doing. Which person did you believe to be more trustworthy?
Even remembering and pronouncing someone’s name can demonstrate that you care. “A person’s name is, to that person, the sweetest, most important sound in any language” Dale Carnegie once said.
9. Stand up for what’s right
People value honesty.
While some managers like “yes” workers who agree with whatever their boss says, the finest leaders value thoughts and viewpoints. Don’t compromise your ideals or beliefs in order to please your boss or advance your career. This will erode trust in others.
10. Be transparent
Most people will comprehend what you’re doing if you explain what you’re doing and why you’re doing it.
Keep no secrets or information to yourself. People with whom you should collaborate are usually those with whom you are establishing trust. Give them the information they need to succeed as well.
Exercise 3.10: Form a New Company
The goal of forming a new company is as follows:
Process:
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•
•
•
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Course Manual 11: Support
Supporting Employees Cope with Change at Work
For a variety of causes, the rate of organizational change has risen considerably over the last ten years.
Sometimes, such as during the COVID-19 pandemic, workplace transformation must occur quickly and without employee consultation. In other cases, like as mergers or acquisitions, modifications are kept private until the contracts are completed and the press statement is issued.
Corporate leaders attempting to manage increasing change confirm that doing so insufficiently can be costly: Employees that are agitated by change are often less productive.
This course manual discusses ways to successfully implement workplace transformation and assist people in positively adapting to change.
Approach Workplace Change with Empathy
To guide your employees through the change process and urge them to support it, you must first understand the emotions they may be feeling at each stage. Employees’ feelings will range from anxiety to relief and even exhilaration as soon as you announce a change to your organization.
Depending on the nature of change and why it is occurring, a range of emotional responses are predicted.
It is critical to remember that transformation is a personal experience, and you must earn your adopters one by one. The severity of the change’s impact on each employee will determine their level of resistance.
Acceptance will be determined by how much resistance they have, their coping skills, and their support system.
Follow these tried-and-true strategies to help employees accept change and increase their resilience when change and uncertainty swirl inside and outside the office.
Make A Compelling “Why” For Each Change
Before any concern, uncertainty, or rumor takes root, you must build an honest, optimistic, and persuasive narrative for the changes you want to make, regardless of how you believe staff may react.
According to research, most leaders fall short when it comes to conveying change. Momentum can fizzle out when employees believe their bosses are unclear about what they intend to achieve through change or their role in implementing it.
Remember that actively empowering your employees is the best method to get the maximum degree of compliance and buy-in.
• Celebrate victories or work completed under the old system to make staff feel valued and inspired to take on the next challenge.
• Explain to employees why the company must change and why it must change immediately.
• Discuss the benefits and drawbacks of the planned changes in order to make employees feel heard and to identify potential barriers and opposition.
• State your desires in terms of outcomes rather than activities.
• Explain how the adjustments will benefit the organization and individual job security.
Keep employees informed about how the change will be implemented.
Employees must understand their function in the new structure after a planned change is implemented.
Defining distinct roles for all participating employees helps everyone understand their degree of accountability and who is in charge of supporting communication throughout the transition process.
Once individual roles have been defined, you may establish milestones and check-in schedules to enable everyone in the organization build a communication cadence.
Change, like learning and reception patterns, is individualized, therefore consider more than one change communication channel. Some employees may find it helpful if communications come from a variety of sources, such as management and human resources.
What to do:
• Tell staff how and how often you will keep them updated as the change initiative evolves, and then commit to it.
• Assign the appropriate people and resources to assist you in signaling to the organization that change is required. These experts can also assist in answering queries and gathering data on how employees are adapting to the change.
• Modify the agendas of senior team meetings to prioritize your change priority.
• Communicate with your workers on a weekly basis to resolve any misconceptions or potential roadblocks before they become a problem.
Case Study: Kone corporation
KONE Corporation, a multinational elevator and escalator maker with 60 000 workers, reinvented its business principles and was quick to integrate them into employees’ daily lives. What is the key to success? A collaborative method in which the values were derived from real-life experiences and debate among employees.
“There were a lot of people involved in the discussions whom we have previously struggled to engage without travelling to where they are and working together face-to-face” says Lotta Vuoristo, Head of Culture Journey at KONE. “Now, everyone was really enthusiastic and active”.
Vuoristo, like many other work-life professionals, believes that digital working practices will become an intrinsic part of everyday life at KONE and other organizations in the future. The key to success is to involve every employee in cultural development and strategic transformation.
When dialogues are assessed not only by humans but also by artificial intelligence, virtual working methods help to equality.
Remove Roadblocks and Reward Acceptance
There will always be early and late adopters with each new product, idea, or change. Identify early adopters and reward desired behaviors rather than punishing unfavorable ones.
Don’t be scared to ask early adopters how you might help others follow suit.
When you’ve determined how new procedures will function, relieve employees of the burden of memorizing them right away by offering job aids or instruction guides as a point of reference to aid in integrating into the new workflow.
What to do:
• Before you begin implementing change, check employee readiness with brief assessments or self-evaluations to identify areas where your firm will require the most training.
•Ensure that the new processes are clearly defined, and that adequate training and reference materials are available to assist in committing the change to memory.
• Encourage staff to contribute to the change by holding regular team meetings to identify what they believe may be improved during the transition process.
Make Short-Term Profits
Keep in mind that transformation takes time – sometimes months, sometimes years. Employees may become discouraged during this time period, and you may find it difficult to maintain your optimism and excitement for change.
Until the change is truly embedded in the culture of your organization, it will be subject to pushback.
The final stage for successful change, according to the Kotter method, a commonly used methodology for managing organizational change, is integrating the change to corporate culture through norms of group behavior and shared values.
• Connect the change to prior, good developments to reassure staff that they can succeed and lessen worry.
• Create settings that encourage early accomplishments and honor those who contributed to the first steps toward change.
• Break the change down into manageable chunks so that your staff may feel accomplished along the way.
Coping Techniques to Assist Your Employees During Workplace Change
Share the following recommendations with staff in a well-being newsletter, or encourage your mid-level supervisors to use them in one-on-one meetings.
Confront Your Fears
Rather than letting them float about in your head all day, jot down your biggest concerns or anxieties as a result of this adjustment. Discuss your anxieties with your coworkers to determine if they are shared by others, and then devise a plan for dealing with the fear if it occurs. Knowing you have a plan can assist to alleviate anxiety.
Participate In The Transformation
Try to maintain a positive attitude and see the transition as an opportunity to acquire a new skill, get leadership experience, or meet new people.
Reduce Anxiety And Stress
Focus on your health to make sensible decisions amid what appears to be a chaotic period. Unwanted change, if unchecked, can cause an increase in stress-related hormones, disrupting your sleep, appetite, and productivity.
• Exercising is a good way to take care of oneself.
• Stretching. If you’re new to exercising, taking a brief daily walk around the building could enhance your attitude throughout the day. Stress can rapidly lead to a headache or hurting muscles. Spend a few minutes each day stretching and relaxing your body.
• Meditating. Spend a few minutes each day actively slowing down and quieting your mind. During this time, no thoughts of work or change are permitted.
Creating a health culture that encourages employees to be cognizant of these measures and more year round, rather than only during times of upheaval, can alleviate the responsibilities on senior leadership, human resources, and management.
Reduce Change-Related Stress and Increase Employee Resilience
If your operations are changing as a result of COVID-19, or your company is undergoing substantial changes such as a merger or acquisition, you’re bound to encounter challenges, and some employees may experience more change-related stress than others.
Exercise 3.11: Can-Do Company
Course Manual 12: Resistance Benefits
Resistance to Change Is Beneficial
Pushback forces you to improve your ability to sell and implement fresh ideas.
When starting on large organizational change transformation, skilled change managers play a critical role in advising top executives on how to assess and manage employee opposition. We emphasize that resistance is a natural byproduct of change. We explore human behavior theory, the physiology of change, and the difficulties encountered when attempting to shift people out of their comfort zones. We provide managers with training and many hours of one-on-one coaching to help them deal with this expected pushback. We frequently see and hear evidence of previous change conversions that failed due to employee resistance during the process. That is regrettable. Resistance to change can be used for good. Here’s how…
The Advantages of Change Resistance
Conversations about change resistance appear to be reopened on a regular basis. Here is my contribution: practical approaches to understanding and working with it.
Resistance To Change Is An Ally
• Resistance has a vital psychological purpose. It protects against things that induce excessive dread or anxiety, which might otherwise impair one’s capacity to operate.
• Resistance keeps idiotic things from happening. The more significant the change, the greater the resistance.
• Resistance buys time for learning and adapting.
• When confronting resistance as a leader, you are able to work with it. There will be no development if there is no resistance.
Change resistance is a common occurrence. It is essential to everything new; change, learning, and accomplishing my work today. When you wake up in the morning, you work with it. Some people are more resistant than others.
Many people find resistance frustrating and wish to be rid of it. That’s like longing for a frictionless physical reality. I’ve heard of using force to break down resistance. It seems humorous to me; such an endeavor would simply cause the resistance to shift shape.
The phrase “resistance” might be seen as judgemental or offensive. In reality, it is a neutral defensive reaction that is not directed towards anyone in particular. When this occurs in an organizational debate, it affects the interests of several players and becomes subjectively good or bad.
Change resistance exists in organizations, particularly when it comes to personal and essential issues:
•Power structures are under attack
•Autonomy, recognition, safety, rest, or connection are all good predictions for the unique demands.
•There will be further work. Learning, by the way, is extremely difficult work that is all too often overlooked.
Conscious resistance is simple to work with, yet it is difficult. When you come across it, rejoice! Unconscious resistance is evasive, undermining resolution, consuming energy, disorienting, diverting, eliciting emotions, and appearing in unusual behaviors.
Resistance (unconscious) manifestations include:
• Forgetting the fundamental task
• Forgetting the goals
• Strong sensations of lameness, immobility, irrelevance, or resistance
• Postponing and delaying
• Intellectual debate over theory to the point that reality is confused or forgotten
• Staying away, busying oneself with other things
• Shunning, being late, staying away, forgetting, lack of commitment
• Not honoring contracts
• Not understanding and not inquiring – not caring
• Ignoring or denying the topic’s value
• Excessive talking about unrelated topics
When you first recognize the unconscious resistance, it is obviously easier to work with it. But how exactly?
Humans have delicate processes for sharing mental states with one another (mirror neurons and so on). You can use yourself as a tool: Wake up if you feel uncomfortable and pay close attention!
Working With Resistance Is Part Of Leading
Leadership is continually dealing with resistance, both internally and externally. As the task continues, the forms of resistance alter and evolve.
The general rule is to return to the main task. Time and again. Just like meditation, it eventually leads to flow.
It is best to make observations about how the task is (or is not) progressing and then ask how to proceed. You may say something like, “For the last 10 minutes, we’ve been talking about Y, whereas we promised to discuss about X.” Perhaps there is opposition because X is too dangerous. Perhaps Y is more significant. Or that we haven’t yet discovered the true barrier Z.
When the time is right, you can discuss the phenomenon of resistance and let others figure out their own strategies to resist. It is usually best to study about the resistance phenomena on a separate occasion. It makes a difference to have the word in the organization’s vocabulary.
Resistance spreads from the squad to the leader. To function, the leader must be aware of his or her own resistance. The ability to accept separation is critical for leaders.
Resistance is a powerful and spreading force. It is beneficial to plan ahead of time and have effective antidotes on hand:
• Recognize your own job, interests, and aspirations. Make a mental note of these for yourself.
• Recognize the primary task. Prepare a variety of methods to remind yourself of it.
• Plan the relevant meeting.
• Recognize the phenomenon of resistance. Understanding group dynamics and human interaction is advantageous.
• Check Your posture, physical balance, and breathing on a regular basis.
• Take a breather. Talk to an ally or make touch with the most active resister during a break.
• Keep your distance from the gathering. Mentally or physically, by leaving the group.
• After the encounter, reflect on it.
Utopia is a place for daydreamers.
Some may yearn for a utopian change transformation in which every change is totally and universally embraced and people easily transition into a new way of being simply in response to a leader’s call. Flowers blossom, birds chirp, and change is a natural part of existence in this great world. What could possible go wrong?
While good ideas would be easily integrated into the non-resistant organization, terrible ideas would not.
Employee resistance to change can actually aid in the prevention of harmful ideas being implemented. This anticipated resistance prompts us to devise a strategy for achieving the type of buy-in required to see our good ideas realized. As a result, we should value when employees oppose our ideas because it encourages us to:
• justify why change is required; and
• slow down, prioritize, strategize, and develop supporting strategies.
• Involve employees, listen to their comments, and act on it.
Slow Down, Prioritize, Strategize, And Have Backup Plans
Change resistance forces us to slow down and take the time needed to develop comprehensive plans. Project managers understand that risk separates success from failure. To manage project risks, a detailed risk plan must be developed. This strategy addresses issues such as resources, finance, timeframes, and coordination. Project risks related to the people side of change must also be taken into account. Risks must be assessed and change management strategies developed, including a communication strategy, measures to assist our sponsors and managers, and a reinforcing strategy.
Risk assessment
The human side of change can be viewed as a risk to our project’s goals. When assessing the risk to our project, we must consider the extent and breadth of the change, as well as the organization’s special characteristics connected to change. How significant is the change? Is it affecting one group or all? Is everyone affected in the same way, or is the alteration unique to each group? Is the organization overburdened with multiple changes occurring at the same time? Is there even enough money to make this happen? Is there a history of failed changes in the organization, also known as “flavor of the month” syndrome?
Communication strategies
The communications plan is frequently used to justify the what, why, and WIIFM. The strategy should be designed to meet the demands of all affected groups at all stages of the project. Communication is frequently mentioned as one of the things we can improve. This chasm and its harmful consequences are amplified after major occurrences. When opposition to change pushes us to make preparations and speak with our staff, it underlines the importance of effective communication. These lessons can be carried over and applied to how we communicate with our people on a regular basis.
Sponsorship and management coaching plans
One of the most dangerous assumptions change managers can make is that sponsors and managers understand exactly what is expected of them during a transformation. Coaching plans should be designed to support these essential roles in carrying out the actions required for success. We want sponsors to take the initiative’s lead, form coalitions of people to guide it, and promote critical messages. We want managers to work closely with the people who are changing, providing two-way communication, managing opposition, leading by example, connecting the project to the people, coaching individuals through change, and making the change themselves.
Reinforcement plans
How can we maintain individuals in their comfort zones as they face resistance and are pushed out of them? We must have a strategy in place to reinforce the new behaviors or they will revert to the old ones. This is a “check” in the “Plan-Do-Check-Act” model. We must ensure that the new behaviors are included in the plans, and we must combine this “check” function with incentives and rewards. This might be everything from a simple pat on the back to celebration banquets, bonuses, and promotions. Developing reinforcement strategies for substantial change frequently requires organizations to assess the effectiveness of their current reward and recognition programs in order to ensure that the desired behaviors are reinforced.
Case Study: Dr Geri Puleo’s ‘Change Resistance Zoo’
Dr. Puleo devised six attitudes about change based on her findings, which she refers to as “The Change Resistance Zoo.” Each type perceives change differently, resulting in fundamentally varied behaviors and responses throughout a change endeavor.
When an employee is identified as one of these “zoo animals,” change leaders should not try to suppress their responses. On the contrary, change agents should regard their reactions to suggested modifications as red flags alerting them to components of the change project that may have been neglected.
Change opponents can really save a change endeavor if they are acknowledged and listened to.
Exercise 3.12: Sharing values
Instructions:
Project Studies
Project Study (Part 1) – Customer Service
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 2) – E-Business
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 3) – Finance
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 4) – Globalization
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 5) – Human Resources
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 6) – Information Technology
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 7) – Legal
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 8) – Management
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 9) – Marketing
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 10) – Production
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 11) – Logistics
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Project Study (Part 12) – Education
The Head of this Department is to provide a detailed report relating to the Transcending Resistance process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 12 parts:
01. Ignoring Resistance
02. Common Causes
03. Emotional Aspect
04. Identify Signs
05. Manager Resistance
06. Change Tolerance
07. Transcend Fear
08. Listen First
09. Change Models
10. Trust
11. Support
12. Resistance Benefits
Please include the results of the initial evaluation and assessment.
Program Benefits
Operations
- Real-time Accuracy
- Tasks Automation
- Employee Utilization
- Adaptation Capability
- Capacity Planning
- Systems Understanding
- Involved Commitment
- Rising Productivity
- Clear Assignments
- Streamlined Operations
Management
- Business Sustainability
- Process Improvement
- Seamless Transformation
- Stakeholder Management
- Achieving Excellence
- Collaborative Transformation
- Performance Improvement
- Engaged Workforce
- Increased Trust
- Shared Vision
Human Resources
- Change Culture
- Quality Decisions
- Scenario Thinking
- Shared Objectives
- Infrastructure Knowledge
- Mutual Benefits
- Transparent Systems
- Problem-solving Culture
- Management Processes
- Empowered Leadership
Client Telephone Conference (CTC)
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