WORK SYSTEMS AFFILIATES BLOG

Avoid Creating Resistance To Change - A Change Managment Tip

  

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We, as humans, love to create labels, acronyms and anything else that can help us sound smarter or more unique than the average bear. But in a change management role, this addiction can work against the success of our initiative.

By using formal names, buzzwords and acronyms, we generate unnecessary resistance to the good we are trying to bring to the world. How, you ask? Well, change efforts tend to quickly become "products" and as such, need branding and marketing efforts. Often we create unique names, and because the "customer" does not know what this new name represents, an automatic fear filter pops up, resistance built in.

In the world of product development, you can be "customer-in" or "product-out". (Look at that, I have just done it myself!). Okay, restating that, you can create a really cool product that you think the customer will love because you love it, or, you can see what problem the customer needs help with and solve that problem through your product. (You have to actually talk to the customer in the latter scenario).

Let's take a look at a couple of examples relevant to change management and leadership:

Nominal Group Technique - If you are not a team management geek like me, that group of words leaves you with a "huh?" feeling. Instead of telling a team "we are now going to use the Nominal Group Technique to finalize our outcome", I would just say something like "Okay, let's prioritize all these ideas. How about this - each of you gets 3 votes on what you think is the most important issue. One vote per issue for now. Sound good?". 

No one has to learn what the Nominal Group Technique is, thus resistance is minimized, progress toward solution maximized.

Systems Thinking - We are often asked about how to use new-found learning about systems thinking with the uninitiated. DO NOT, FOR THE SAKE OF ALL THAT IS GOOD, WHIP OUT YOUR CAUSAL LOOPS! Or tell your team "we are now going to use systems thinking to address our problems" (said with a pronounced nasal nerd voice). Instead, focus on the inputs needed for you to think systemically and ask your team these questions:

• What is the story we tell about the problem? (symptoms, results, impacts)
• What factors contribute to this problem?
• Who, in the organization, knows more about certain factors?
• What are some undesirable things that might happen if we implement our current proposed solution?

Notice the minimal use of buzzwords there. But you still have the beginnings for a team conversation and inquiry about a complex problem. Using the product development metaphor, you have engaged your "customers" in a low-resistance way that helped them solve a problem that is important to them.

Because you didn't create resistance in this manner, you don't have to overcome it. Maybe you like a challenge and will miss the resistance. However, that energy can now be used to fine tune the solution and deliver change that exceeds expectations! Good luck!