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.
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?
Over the next several weeks we'll be unlocking the secrets to managing resistance to change. You've seen resistance; it comes in many forms and can be out in the open, or lurking behind people that say they are supportive but then don't match actions with words.
If you are applying the AIM (Accelerating Implementation Methodology) change management methodology to your transformation or other changes, you can measure what level of readiness you actually have. While resistance to change is natural and inevitable, a thorough analysis of the specific reasons why and how individuals will resist the change project is critical to increasing the probability of implementation success.
If you are a Change Agent who is staying awake nights worrying about how you are going to eliminate resistance to change in your organization, here's some simple advice. Go back to sleep!
Seriously, you will never combat or overcome resistance to change. Sure it's frustrating, especially when you think your change will make things better for the people who are affected by the change. But the truth is that what's positive to you or your senior leaders may not be so positive to the Targets of the change. From their "Frame of Reference," the change may create a lot of uncertainty and disruption.
While a practical change management methodology like the Accelerating Implementation Methodology (AIM) can be useful in managing resistance to change, no methodology will eliminate resistance.
Resistance to change is inevitable, and it is not logical (remember that resistance is a function of the degree of disruption the change represents, from the Frame of Reference of the Targets.) So you will never communicate your way out of resistance or get adoption of changes by presenting arguments explaining the rationale of your change, especially from the 1,000 foot corporate level.
Whether your organization is seeking to implement transformational change or "garden variety" changes, you are going to be confronted with a simple but compelling choice. You can either invest in readiness for change, or pay for it in resistance. There are no other options!
One of the benefits of the Accelerating Implementation Methodology (AIM) is that it operationalizes many of the theoretical prescriptions you will find in other change management methodologies.
