Change Management Addressing Resistance to Change Georgia Tech March 12, 2013 Debbie Brown, SPHR,...
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Transcript of Change Management Addressing Resistance to Change Georgia Tech March 12, 2013 Debbie Brown, SPHR,...
Change Management Addressing Resistance to Change
Georgia TechMarch 12, 2013
Debbie Brown, SPHR, MBA, MSW
Change is a Constant in All Organizations
Objectives
• Change Management• Identify and Discuss Some Typical Change
Scenarios in Organizations• Communicating Change: The Good, the Bad &
the Ugly• Identifying & Addressing Resistance to Change
• In organizations and individuals
• Implications for Middle Managers
Change
Change: “To make different in some particular”*
Organizations launch projects and initiatives to improve performance and reach a better future state.
*Merriman-Webster’s Collegiate Dictionary
Change Management
When a project’s results and outcomes depend on individuals adopting and using a solution.
Some Changes
New Product
New Service
New Leadership
New Technology
Employee Terminations
M&A
New Culture
Reorganization
Early Retirement Packages
Employee Lay-Offs
Resistance Management
Resistance Prevention
Proactive Resistance Management
Reactive Management
Resistance Prevention
• Engagement – building coalitions• Establishing clear, targeted communications• Developing the communication plan• Enabling managers • Provide training• Envisioning how the change management plan
fits with the project plan
Communication: Having the Right Conversation
The right conversation focuses on outcomes – achieving project and organizational success
How to Communicate
• Blog• Text/Email blasts• Other written form• YouTube• Phone Calls• Meetings• Video conferences • Legal Counsel
Why Communicate?
In the absence of information, people create their own reality.
Over 50% of how a message is received comes from things other than the crafting of words.• 38% tone of voice• 7% actual words• 55% non-verbal including body language
Preferred Senders
Top Executive• Why this change?• How does this align with our vision and business
intent?
Immediate Supervisor• How will this affect my daily responsibilities?• What’s in it for me and/or my group?
Receiving the Message
Listening
Receiving the Message- First Time
Listening Most employees only hear a fraction of what
was said the first time.
Interpretation What the sender says rarely matches what the
employees hear the first time.
Interpretation of Message• “How will this impact me?”• “What’s in it for me?”• Past experience• What they hear from colleagues• Their job performance• Their trust in the sender• Age• Health• Financial security• Family concerns
Proactive Resistance Management
• Anticipate skepticism
• People invested in status quo
• Group who advocated for Plan A when Plan B is selected
• Lay-offs or staff reductions affect everyone
Reactive Resistance Management
• Identify the root cause of the resistance
• Listening
• Offering clear choices and consequences
• Showing benefits of change
• Removing resistant individual
Resistance• Defenses: denial, anger, bargaining, depression acceptance
It’s not good or bad, right or wrongIt just is
• Defenses: projection rationalization• Change saturation.. fatigue, burnout, automatic
resistance• Personality Style• Change in Personal Life
Reorganization of Non-Profit
• Technology Change • IT Department
• Change in Leadership• Change in the Way Service is Delivered• Reorganizing Communications & Advancement• Early Retirement Program• Reviewing every job and everyone in those jobs
for the best fit• Supervisors not trained in change management
Reorganization • Got rid of those not on board with change• Got rid of those who don’t fit new job
requirements• Got rid of those without the correct skills
Issues with Employee Separations
• Low morale with remaining employees• Rumors/uncertainty• Competition for jobs• Retaining key talent
Implications for Managers
• Know ThyselfYour stress levelHow you deal with changeYour own resistanceYour personality
• Get Yourself On-Board – work through your own frustrations before meeting with your staff
• We are in this Together• It’s about Relationships
Implications for Managers
• Address resistance directly
• Listen for underlying Issues
• Communicate change as necessary to viability of the organization
• Focus on relationships – Get to know your people
• We are in this together
Do This Not This• Ignore signs of
resistance• Take whatever is said
at face value• Neglect to make it a
business issue• Neglect your
relationships• You figure it out
Communicating The Future
D&B Consulting, Inc.
Executive CoachingTeam Building
Leadership DevelopmentCareer Transitions & Outplacement
Thank you!
Debbie Brown, SPHR, MBA
[email protected] www.DandBconsulting.com
404.504.7079