Resistance to Change
Hope everyone is well and you enjoy this weeks post!
Similar to my last post, many times companies interpret resistance to change improperly or they try to address a problem with the wrong kind of solution (i.e. technical solution to an adaptive problem).
Let me explain, resistance to change comes in 3 forms: rational, emotional, and personal. The first (rational) is understanding what the change is, how it will be managed, and what will the effects be. The second (emotional) is how we will react to the change, what feeling will we have, how will the culture and climate of the office/organization change. The third (personal) is based upon the trust in leadership. For example, I may not understand or like the change, but I will go along with it because I trust the leadership. Change expert Rick Maurer describes these types of resistance to change as "I don't get it," "I don't like it," and "I don't like you."
Leaders and managers need to address all three. However, many times (and I have been there), staff may be expressing a resist to change due to emotional reasons, but are met by managers who are trying to explain the rational bases for the change. This causes frustration from both sides because neither side feels that they are being heard. Unfortunately, they are not speaking the same language, or more precisely, from the same part of the brain. One side is speaking about emotions, and the other is speaking about rationalization. There is a disconnection and each side will blame the other for: not listening, being resistant, lack of compassion and understanding, not being team players, etc. We have all been there before and have had these conversations or thoughts.
The first step is realizing there are different forms of resistance to change and then listening for which one the other party is using. Once this is determined, then we can speak with them from the same vantage point and hopefully have a clearer discussion.
Enjoy the weekend,
Keith
Similar to my last post, many times companies interpret resistance to change improperly or they try to address a problem with the wrong kind of solution (i.e. technical solution to an adaptive problem).
Let me explain, resistance to change comes in 3 forms: rational, emotional, and personal. The first (rational) is understanding what the change is, how it will be managed, and what will the effects be. The second (emotional) is how we will react to the change, what feeling will we have, how will the culture and climate of the office/organization change. The third (personal) is based upon the trust in leadership. For example, I may not understand or like the change, but I will go along with it because I trust the leadership. Change expert Rick Maurer describes these types of resistance to change as "I don't get it," "I don't like it," and "I don't like you."
Leaders and managers need to address all three. However, many times (and I have been there), staff may be expressing a resist to change due to emotional reasons, but are met by managers who are trying to explain the rational bases for the change. This causes frustration from both sides because neither side feels that they are being heard. Unfortunately, they are not speaking the same language, or more precisely, from the same part of the brain. One side is speaking about emotions, and the other is speaking about rationalization. There is a disconnection and each side will blame the other for: not listening, being resistant, lack of compassion and understanding, not being team players, etc. We have all been there before and have had these conversations or thoughts.
The first step is realizing there are different forms of resistance to change and then listening for which one the other party is using. Once this is determined, then we can speak with them from the same vantage point and hopefully have a clearer discussion.
Enjoy the weekend,
Keith
posted by Keith Smith at
10:13 AM
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