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© Sysdoc 2015 | July 2015
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Thank you for visiting the Sysdoc Slideshare.
Sysdoc is a specialist consultancy which delivers business transformation and change which is successful and sustainable.
Since our formation in 1986 we have supported a large, global client base, including major corporate, government and public sector organisations.
This is the fourth in a Sysdoc Slideshare series about change management.
In our previous presentation, we looked at ways that the benefits, once measures have been agreed, can be tracked as the project progresses.
In this presentation, we will begin to discuss how to engage people in the programme.
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One of the biggest hurdles when leading change is human resistance to the change.
The true “success” of an implementation lies with the amount of people who have taken up the new ways of working with ease.
However, how many people are too disillusioned by the change, still using their old methods?
Human resistance
“Although experienced managers are generally all too aware of this fact, surprisingly few take time before an organisational change to assess systematically who might resist the change initiative and for what reasons.”
- John Kotter, a professor at the Harvard School of Business
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A good starting point is to develop a high level analysis about where the impacted teams sit in relation to the change effort.
How can we determine where impacted teams sit in relation to the change effort? By categorising teams into one of four groups, which we will discuss over the next four slides.
Analyse the situation
Can change and will change
Can’t change but will change
Can change but won’t change
Can’t change and won’t change
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These are people that have the ability to change and will also go through with the change.
A persons ability to change can be measured using a range of factors:
These people should be seen as role models for the change and could be a catalyst to lift the change effort across the whole organisation.
Sufficient resources at hand
Enough time to learn the new system
Sufficient skills to use the new system
The motivation to learn the new system
Can change and will change
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These are people that are willing to change as they see the programme as a good thing from which they will benefit, but lack the ability to change for some reason.
Factors that may indicate a lack of ability to change include:
Can’t change but will change
Limited resources to adequately train them
Insufficient skills to understand and use the new system
Insufficient experience to learn and use the new system
Limited time to be fully trained in the system
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These are people that have the ability to change, but for whatever reason are going to be difficult to change.
Some examples of factors that may influence a person’s willingness to change include:
The end result of this is that they show no support for the change programme and will be difficult to train.
Can change but won’t change
They fear their self-interest will be damaged
There is a lack of trust towards the programme
They have a fear of not being able to develop the new skills needed
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These are people who will seek to protect the current ways of working.
Examples of why this may be the case could be:
This is a difficult situation to deal with. One technique is to give an honest assessment of how important they are to the change programme as often there is the potential for groups to be sidelined.
We will further discuss how to deal with resistance such as this in our next ‘embedding the change’ Slideshare.
Can’t change and won’t change
They lack the skills to change
There is a lack of resources for them to change
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In this Slideshare we have begun to cover how to deal with resistance within a change programme.
As Kotter says, “individuals and groups can react very differently to change.” A simple model that categorises those impacted can be a good starting point to support subsequent change activities.
In the next embedding the change Slideshare, we will look further into each of the groups we have mentioned here, analysing what is required to provide a unified change effort amongst all your teams.
Dealing with resistance
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