For managers, managing resistance to change is more than a theoretical discussion. It can be an almost daily "to do." New processes, new policies, new systems-- it just never ends. But what if you had a model you could follow that actually works? And even better, the model helps your organization move the change, level-by-level, business unit-by-business unit through your organization. 
A Simple Sequence for Managing Resistance to Change
The type of resistance you confront will reflect your organizational culture. If you have an analytical culture, for example, your resistance will sound analytical. "I'd like to support you, but I need proof this will work...." Or if your culture is risk-averse, you'll hear statements like, "Well I can get on board, but I need to know what everyone else thinks before I do that."
Once you know how to identify what is resistance to change, and how to match up the principles of resistance management to the resistance you are experiencing, you need to take action! If you do nothing (while tempting in the short-run), you are ignoring what can be enormous risks.
Remember that old resistance doesn't actually fade away. It just increases over time-- like compounding interest on your mutual fund.
You put the current change, and future changes at risk. So this is one case where ignorance is not bliss!
Managers who can effectively manage resistance and focus on building readiness for change will be able to implement changes much more quickly, with less business disruption. But how do you actually do that?
We need managers to do three simple things to demonstrate their commitment to any change--express commitment by what you say, model commitment every day with the people who report to you, and reinforce your commitment through the rewards and consequences you apply. You can use this same express, model, and reinforce model as a way to help you manage resistance to changes.
Express, Model, and Reinforce Actions for Managing Resistance to Change
Let's look at a few examples on how you can use the "Express, Model, and Reinforce" model to help manage resistance to change.
We know that one of the primary actions for managers who need to manage resistance to change is to create and maintain rapport. So following the model, you will:
Express
-Describe the change details (what, who, when, how)
-Describe the reasons for the change
-Describe the reasons for the timing
-Describe the level of influence and control available
Model
-Offer participation on a project team
-Escalate concerns and potential solutions to project teams
Reinforce
-Provide recognition for concerns that are paired with solutions
-Provide recognition and rewards for project participation
Keep in mind that the most significant, powerful actions for managing resistance are what managers reinforce with their direct reports. What's in it for managers? The better able you are at managing the inevitable resistance to change, the faster you can implement.
