Identifying and overcoming resistance to change Tutorial

Are you struggling with resistance to change in your organization? In "Identifying and Overcoming Resistance to Change," we explore the psychological barriers that hinder transformation. Uncover the individual and collective causes of resistance, and learn strategic ways to foster a culture of agility and readiness for change. Join us to master the art of navigating effective change! #agilityandchange #master

12:32
5 views

Selected for you
New

Available in SoftSkills

00:00:06

it is the responsibility of management to support the teams

00:00:10

so that resistances are overcome one by one

00:00:14

and the implementation of change is real and positive.

00:00:18

The stages of resistance to change that all

00:00:21

employees and you too will go through are.

00:00:24

Widely described in our video on the change curve.

00:00:27

In this video,

00:00:29

I will describe the different causes of resistance to change,

00:00:33

individual causes,

00:00:35

collective or organisational causes,

00:00:37

the causes related to the change itself,

00:00:40

and those related to the way in which the change is conducted.

00:00:44

What are the individual causes of resistance to change?

00:00:49

Paradoxically,

00:00:50

humans seek to keep their balance.

00:00:53

They want something new and something better,

00:00:55

and at the same time they want stability and security.

00:01:00

Each human being is torn internally between these two dynamics.

00:01:05

If we keep them in inertia,

00:01:08

they will push to movement by demanding changes.

00:01:11

If we pull them towards change,

00:01:13

they will resist in order to maintain their stability.

00:01:17

Unconsciously

00:01:19

they balance the forces to stay alive

00:01:23

to find their homeostasis.

00:01:25

Above all,

00:01:26

they will have an instinctive survival reaction to the announced change.

00:01:32

The more insecure they are,

00:01:34

the more the reptilian brain will take control.

00:01:38

When change is announced,

00:01:39

the reptilian brain primarily focuses on my individual interest,

00:01:45

my survival.

00:01:46

Does this put me in danger?

00:01:49

Will it bring me discomfort?

00:01:51

I think about myself,

00:01:52

and I'm ready to fight to keep what is rightfully mine,

00:01:56

the reptilian survival reaction.

00:01:59

In a limbic brain reaction,

00:02:02

the individual will seek the collective interest more.

00:02:06

If it's good for the company,

00:02:07

if it's good for the service,

00:02:09

if it's good for the customer.

00:02:11

If it's for the better in the medium and long term,

00:02:15

then the individual will say yes to change,

00:02:19

even if they are worried or sad.

00:02:21

If the individual does not see the collective good.

00:02:25

The limbic brain will resist the change for them and the loved ones

00:02:31

in a neocortex reaction.

00:02:33

The analysis will be much more rational.

00:02:36

Does the change make sense?

00:02:39

Is it coherent?

00:02:41

Is it feasible?

00:02:43

Do we have the time,

00:02:44

the means,

00:02:45

the resources?

00:02:46

How can I situate myself in the change?

00:02:50

Depending on its analysis,

00:02:52

the neocortex will choose to be proactive or to resist.

00:02:57

You are facing a change which brain has taken control,

00:03:01

which is the one that orchestrates the resistance?

00:03:05

Depending on their stress,

00:03:07

temperaments,

00:03:07

and experiences,

00:03:09

some employees will therefore push for change,

00:03:13

while other employees will be more likely to push

00:03:16

for security and stability and therefore be more resistant.

00:03:20

Here are 4 reasons

00:03:22

that can lead to individual resistance to change,

00:03:26

the feeling of being cornered.

00:03:29

It takes a little time

00:03:31

between the time employees hear about the change and the

00:03:34

time it takes shape in terms of plans and actions.

00:03:38

If employees have not seen anything coming and

00:03:42

are told that a rapid reorganisation is coming,

00:03:45

their reptilian brain will feel like it's been pushed to the wall.

00:03:49

Alarm,

00:03:49

alarm,

00:03:50

and they will resist.

00:03:52

2,

00:03:53

the feeling of losing out.

00:03:55

Employees must be convinced that the change will bring them benefits.

00:04:00

If they believe they will lose too much salary,

00:04:03

responsibility,

00:04:04

and well-being,

00:04:05

they will resist.

00:04:07

3,

00:04:08

the impression of being incapable.

00:04:11

One must feel ready,

00:04:12

competent,

00:04:13

armed to lead a change.

00:04:16

You must have the time,

00:04:17

the.

00:04:18

and the financial means if employees are already overworked,

00:04:23

if they feel they do not have sufficient skills or sufficient knowledge

00:04:27

of the new modes of operation,

00:04:30

if they think they will not be given the means or training to cope with the change,

00:04:35

in short,

00:04:36

if they think they will not be able to do it,

00:04:38

then they will resist.

00:04:41

4,

00:04:42

the feeling of being overwhelmed.

00:04:44

It takes time to internalise the idea and the stages of a change.

00:04:50

It is necessary to say and repeat and repeat and explain again

00:04:57

before the individual is ready to take action.

00:05:00

During major changes that take place beyond a department,

00:05:05

it is often hierarchy and a steering committee that

00:05:08

build the vision and the stages of change.

00:05:12

Sometimes a year later when everything has been decided,

00:05:16

teams are suddenly asked to embark upon the project by unfolding the map.

00:05:21

The instigators have had a year to reflect,

00:05:24

weigh up the pros and cons,

00:05:26

and listen to the field.

00:05:28

It may be that their road map is extremely well thought out.

00:05:33

But the collaborators have a delay effect of one year.

00:05:37

They have not been immersed in the subject for a year.

00:05:40

They are overwhelmed and resist,

00:05:43

and it won't help to tell them,

00:05:45

damn it,

00:05:45

we've been working on this for a year.

00:05:47

Trust us.

00:05:48

What should we do in this case?

00:05:50

Inform employees earlier,

00:05:52

co-construct change with them,

00:05:55

communicate on the main lines of the road map,

00:05:59

even if it will be subject to modification.

00:06:02

Explain starting from the beginning,

00:06:05

this will avoid a mass rejection of an action plan.

00:06:09

Give them time and information to take ownership of the change.

00:06:15

What are the collective or organisational causes that feed resistance to change?

00:06:21

There are organisations that have been frozen in ice for years,

00:06:25

and these organisations will be very difficult to change.

00:06:29

What are the characteristics of companies that will have difficulty evolving?

00:06:35

Larger companies,

00:06:36

the larger they are,

00:06:38

the more they are generally structured with a

00:06:40

number of decision making processes and control loops

00:06:44

that are sometimes paralysing.

00:06:46

Older companies

00:06:48

indeed,

00:06:49

the organization's vision has changed.

00:06:52

New companies and other startups generally have in

00:06:55

their DNA the flexibility and agility to.

00:06:58

Adapt to a changing environment.

00:07:01

The age of a company asserts its stability and legitimacy,

00:07:06

but has often brought a lot of bureaucracy,

00:07:08

processes,

00:07:09

internal rules,

00:07:11

silos,

00:07:12

and contractualized exceptions.

00:07:15

When something works or has been decided,

00:07:19

it has often been set in stone

00:07:21

for life.

00:07:23

There are social benefits that will be defended tooth and nail,

00:07:27

especially if the value of solidarity is in the company's DNA.

00:07:31

There are fixed modes of operation.

00:07:34

It's up to the boss to validate each purchase.

00:07:37

The final choice of candidates is made by HR.

00:07:40

The machine is serviced once a week,

00:07:42

no more.

00:07:43

There are standardised habits or routines.

00:07:47

That's how we do it in our company.

00:07:50

As a manager,

00:07:51

don't judge these attitudes and don't condemn

00:07:55

those who carry the genes for resistance.

00:07:58

Listen,

00:07:59

reformulate,

00:08:01

understand and reassure.

00:08:04

Put things into perspective,

00:08:06

show the risks of remaining stuck in the past organisation.

00:08:11

And above all negotiate.

00:08:14

Take the time to negotiate

00:08:16

to make sure that the resistance has been

00:08:18

neutralised enough to move to the action stage.

00:08:22

Third type of resistance employees are opposed to the change itself.

00:08:28

They are reluctant.

00:08:29

Do the employees think that this project will lead

00:08:32

to an improvement for the people and the structure?

00:08:35

Do they see an interest in it?

00:08:37

These opponents have made an often quick analysis of the change.

00:08:42

They see it as a waste of time and energy.

00:08:45

Is the effort worth it?

00:08:47

And what if tomorrow management changes its mind again?

00:08:50

They sometimes see it as useless extra cost.

00:08:54

How much money has been thrown away by this new

00:08:56

information system when the previous one is working very well.

00:09:00

They see it as an unnecessary complication

00:09:03

that creates temporary chaos that they want to avoid.

00:09:07

In fact,

00:09:08

they don't believe in that change and are

00:09:11

suspicious of those who have decided to change.

00:09:15

Change requires a minimum of trust from the employees

00:09:18

towards their leader who carry out the project.

00:09:21

If they don't trust them,

00:09:23

they will say

00:09:25

this organisation is so that the shareholders

00:09:28

maximise their profits at our expense.

00:09:31

This new platform that they want to impose on us

00:09:34

is because the supplier is a friend of the director.

00:09:37

This move is a matter of political acquaintance

00:09:41

between the mayor and the senior partner.

00:09:43

What is the relationship of trust that exists

00:09:47

between the board of directors and teams,

00:09:50

between managers and teams?

00:09:52

If they don't have confidence,

00:09:54

if they don't believe in the usefulness of change,

00:09:57

they will resist.

00:10:00

In the face of this opposition,

00:10:02

listen,

00:10:02

dialogue,

00:10:03

be authentic about the reasons for your choices.

00:10:07

Show the teams what they did not know and what they did not see.

00:10:11

In the absence of information,

00:10:13

we sometimes extrapolate and we build up rumours.

00:10:17

Focus your communication on the benefits of change and

00:10:21

how important it is for you to respect everyone.

00:10:24

The 4th course of resistance,

00:10:27

poorly monitored change management.

00:10:29

When things don't go as planned,

00:10:31

the roadmap is not followed,

00:10:33

it's the desert.

00:10:34

No agents have changed to exchange on the concrete actions implemented.

00:10:39

The first steps bring up difficulties that were not envisaged.

00:10:44

Information circulates poorly.

00:10:47

Employees have the impression that change is slipping away.

00:10:50

Uncertainty about the feasibility of the project is growing.

00:10:55

A feeling of abandonment and or failure sets in

00:10:58

and slows down the initiatives on both sides.

00:11:02

As a manager,

00:11:04

be the relay of these uncertainties,

00:11:06

solicit the agents of change.

00:11:09

Ask them for clear communication.

00:11:12

Bring the difficulties up to the hierarchy.

00:11:16

Apply to participate in steering groups.

00:11:19

With your employees,

00:11:21

listen,

00:11:22

exchange,

00:11:22

reassure,

00:11:24

accompany them to the end

00:11:26

until your team takes control and ownership of

00:11:29

the change and the change is anchored.

00:11:32

If information is missing from the change road map provided by management,

00:11:37

take it over entirely write down together with your team

00:11:40

the concrete implementation of the change management in your department.

00:11:45

Uncertainty

00:11:47

and mistrust can also become focused on the agent of change.

00:11:52

Who are they?

00:11:52

Where did they come from?

00:11:54

They're far too young.

00:11:55

Hmm.

00:11:56

Another junior from a consulting firm just come out

00:11:58

of school wants to tell us what to do.

00:12:01

They don't know our business.

00:12:03

What are their references?

00:12:05

Are they a friend of the boss?

00:12:07

They're not listening to us and want

00:12:09

to impose their PowerPoint and their processes.

00:12:12

In this case of questioning and mistrust,

00:12:15

I invite you to listen to and reassure your employees.

00:12:20

Introduce the agent of change,

00:12:23

their references,

00:12:24

their successes,

00:12:25

and if you are the agent of change,

00:12:28

review your attitude to be more available and listening.

Mandarine AI: WHAT YOU SHOULD KNOW