You're just doing your job, trying to implement an important change with your team, when suddenly you're whacked over the head by an onslaught of negativity--resistance to change rears its ugly head again! Kinda like the old Whack-A-Mole game at the county fair. How many times can you get knocked down? Where's that coming from, you wonder?
First, Identify the Resistance
Remember from last week's Top 10 list that resistance to change can be overt or covert. As a manager, it's important to identify what really is resistance so that you can know how to respond. 
Here are some typical examples of resistance you may hear either openly or whispered amongst colleagues:
- The change isn't feasible, or needed, or the timing is wrong
- The change hasn't been designed right, and it's not being implemented correctly either
- This change is going to have a negative effect "on me"
- This is going to require new procedures, or I'm going to need to do new things, and I'm not comfortable
- I'm worried. Will my job be going away?
- I don't understand the change, or I don't believe in the change
- Past changes didn't work, so why should this one?
- The current ways (tools/systems/processes) are just fine the way they are
- This change is going to have a negative impact on quality or our ability to deliver to our customers on time
If you hear comments like these, you are dealing with resistance to your change. What do you do about it?
10 Principles for Dealing With Resistance to Change Every Manager Should Know
As a manager, there are a lot of things that are outside of your control. You likely can't decide the timing or even the content of the change itself. But you do have a lot of control over how you manage the implementation with your direct reports.
These principles can be used as "directional guidance" to help you and your people get through change more successfully, with less pain and frustration. Much of what is embedded in these principles is simply good management!
1. Create and maintain rapport with your team. It's common sense that a relationship that is built on trust and integrity is a definite plus.
2. Establish clear expectations. People want to know what is expected of them, and how they will be evaluated.
3. Provide information in the Targets' Frame of Reference. As a manager, you'll need to "translate" communication so that it really speaks to your audience. This includes using the language, examples, etc. that match up to the people you are dealing with. For example, the Frame of Reference of physicians will be different from the Frame of Reference of IT professionals, even if the change is the same in content.
4. Ask open-ended questions. Part of your job as a manager is to bring the resistance out in the open. It's much better to get people talking!
5. Focus on "what" can be done to create win-win situations. Many times, you can't change the content of the change, but you can determine "how" the change is implemented. When people have input and involvement, they get a sense of control over their environment that helps to keep resistance levels down.
6. Create a problem-solving climate. Don't whack people over the head for their ideas. Reinforce people for attempts to solve problems by giving them positive feedback. These reinforcements can be simple things like a handwritten note, or a free meal at the cafeteria.
7. Focus on the issue, not on the personality. It's just a basic management skill-- don't make disagreements personal.
8. Give Targets 75% of the air time. The more you listen, the more you learn about Frames of Reference and sources of resistance.
9. Provide different types of communication forums (surveys, focus groups, team meetings, Q&A sessions.) Use different words to explain the change so that you can relate to as many Frames of Reference as possible. Each communication should include some easy way to capture feedback so you get as much information as possible on where the resistance to change is coming from.
10. Communicate often. Managers are sometimes reluctant to communicate when all the information is not yet available. There is much to be gained when managers are transparent and admit that unknowns still exist. Again, always provide feedback opportunities.
If you're thinking this is all common sense, you're right. But managers are only human, and when put in difficult situations or when they are under a lot of pressure, common sense can go out the window. Make these 10 principles common practice, and you'll find that resistance won't be so painful.
