Tips & Tricks - 6

Work out the cause of resistance to change; before the solution!

Understanding the reasons for and nature of resistance to change means that change managers can determine a successful change management strategy for their particular change challenge.

For example, an organisation which has the following symptoms; shows little sign of innovation, fails to capitalize on significant investment in people, systems and processes, employees in general hold outmoded and limiting beliefs about progress and the role of the individual and talk in terms of a negative workplace.

With further data and management information on the nature of the problem, management respond to this situation by deciding on implementation of a culture change program, with organisational norms, values and beliefs in scope for change.

It seems safe to consider as a starting point that people within the organisation are used to behaving in and thinking in certain ways which they have done for years – this has become the norm and a comfort zone (even if some complain about it). Therefore to break this in-grained mode of thinking, organisations need to ensure change programs are able to facilitate an organisational mind shift around the frame of reference held by members of the organisation. They need to show how change can benefit them and to do this management need to understand the where concerns lie so that benefits are perceived as valued and relevant.

Implementation therefore needs to target the cultural indicators of the organisation.
Activities in this program may include:

• In-depth employee consultation to facilitate development of new values, norms and beliefs.
• Targeted and sustained long term communications about new norms, values and beliefs aimed at cementing in commitment to cultural indicators.
• Senior Leadership (highest possible level) endorsement of values and vocal support for the link to strategic objectives.
• Staff ownership and accountability for the ongoing custodianship of the values, norms and beliefs, including management of the feedback loop and continuous improvement activities.

This is a great topic for discussion; please give us your comments on the forum.