What are the key arguments for against managing resistance change?
Change management is the process, tools and techniques to manage the people-side of change to achieve a required business outcome. (Tim Creasey)
This "Five tips" tutorial looks at managing resistance. The tips come directly from practitioner experience and benchmarking data from Prosci's six benchmarking studies conducted over the last 12 years.
(Note: the 2009 edition of Best Practices in Change Management will be released this summer). Five tips for: Managing resistance:
1. Do change management right the first time
2. Expect it
3. Address it formally
4. Identify the root causes
5. Engage the “right” resistance managers ( prosci, 2009)
In any change process, there will be a certain amount of resistance. Most of us, if we’re honest, would admit that we can be creatures of habit, and take a certain amount of time to get used to the idea of change. Some of us take that a little bit further, whether consciously or not.
Resistance of change:
In that case we can describe four kinds of resistance change management:
The survivor: It is intent on ignoring the process of change, and may even be hurt at the suggestion of non-cooperation.
The saboteur: The saboteur knows what they’re doing, but doesn’t want others to know. They may be motivated by the need to minimise their own losses. They’re unlikely to infect others directly, because they’re not being open about what they’re doing, but their behaviour may influence others.
The zombie: Zombie lacks the will to carry out change, and is always likely to revert to their original behaviour.
The protester: Protester like the saboteur, knows exactly what they’re doing but is much louder about it, making this