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7-point guide to managing resistance to change

Why a 7-point guide

FACT: IT IS NORMAL BEHAVIOUR FOR PEOPLE TO RESIST CHANGE!

Today, organisations are undergoing unpreceded change – from the impacts of COVID-19 to the recent cost of living crisis. These changes are impacting consumer preferences. For organisations to adapt to these changes and realise value, people need to adopt new ways of working, including subtle and significant organisational changes, from implementing and adopting new operating models, systems, and tools to introducing new roles and business functions. Therefore, Intentionally managing resistance to change is crucial to success.

Who should use this guide

Anyone tasked with the responsibility of creating and managing change. This may include, Change Leads, Change Sponsors, and Managers and Supervisors.

1 - Listen, listen, and act!

In many cases, employees simply want to be heard and to voice their objections. Listening can also help managers identify misunderstandings about the change.
2 - Expect resistance and proactively remove barriers

Consider providing a short, simple, fast track to learning and using new tools. Be flexible in your approach to making changes based on user feedback. Crucially, consider deploying change during non-disruptive periods. In change deployments where job losses are inevitable, be reassuring and communicate early on.
3 - Focus on outcomes and relatable success stories

Sometimes we can focus too much on telling a story of something people can not relate to. Focus on success stories that users can relate to tangibly.

You can do this by communicating the expected outcomes and continuing to tell a story of the successes during and after the change.
4 - Make it easy for choices to be understood

Sometimes the best way to bring people on a journey with you is to communicate the choices properly. Make it clear that there are two main paths - rewards and consequences.

Rewards can be in the form of increases in compensation and bonuses. And consequences can be a referral to HR.
5 - Create a sense of ownership of future state

Create a sense of ownership for the future state that you are 'selling'. Consider making end users part of the solution design and widen the User Acceptance Testing to many end users.
6 - Sell hope, persuasively!

It is often said that hope is not a strategy; that is true. However, when created properly and channelled appropriately, hope can do wonders for technology adoption.

When the appropriate leader creates a clear and compelling picture, people will follow that leader who can create hope and whom they trust.
7 - Power and influence works, so use it!

Leverage the power and influence of sponsors, line managers and supervisors to bring people along. Do it constructively.