What do you do if resistance to change is hindering progress?

People only oppose change when they are unclear on what the change will deliver or the consequences or benefits of the same OR out of the fear that it will change their lives but not sure how. Constant communication, listening and encouraging them to ask questions and seek clarity will help in resolving this faster and for good.

Throughout my career, I've led numerous transformational projects, facing initial resistance from individuals hesitant to embrace change. Initially, I tried to address their concerns with rational explanations, but this approach proved ineffective. Reflecting on these experiences, I strongly recommend reading W. Bridges' "Managing Transitions." This resource provides invaluable insights into the psychological phases individuals undergo during change. Now, I approach is different. I prioritize active listening, gathering everyone to openly discuss questions and concerns. Transparency is crucial; I ensure everyone understands what's ending, what's beginning, and their role in the process.

Appreciating others perspective is important in assisting you to recognise that your intended change is also a perspective. This allows you to entertain meaningful discussions around the change topic. Insight is a great source of positive collaborative energy.

Communication is key but in all directions. Communication is not about you telling why the change, it is about listening the needs for change and listening to all stakeholders so that you can agree on the logic and objectives of change.

Change isn't always nice to all the people. In addition to clarity of goals, open communications and positive reinforcements; it is important to identify and take hard decisions. It might mean changes to incentive structures, organization structure, leadership changes and in some scenarios letting people go. Change is hard and in some cases it may not be popular. If positive approach to change is not working, reevaluate the need for change and it's goals to reconsider additional actions required to mitigate resistance.

First, understand why resistance exists. Reasons may be evident or hidden. Accurate diagnosis reveals priorities and issues to address initially. Clear, consistent communication is key.

It’s all in the consistent communications with clear messaging, being transparent and genuine is key. People need to feel their opinions are heard and valued, creating a method for them to voice their opinions would help a lot, a specific email with a survey form, which the company can use to develop and address these concerns.

Involving your team in the decision_making process also provides support is always an option , finally offering training and much more...

The most effective way to change is to involve all stakeholders from the early beginning to understand the changes and their impacts better and to involve them as well to identify the roadmap and to prioritize benchmarks

Empowering people is how you can have a chance to make the needed changes. it is all about adding views and thoughts, engage the minds and hearts of people and empower them!

Empower involvement is always a main key towards reducing resistance during change management… it is not the only one but main one…

While change is the only constant - it is also expected to make people uncomfortable. Hence - resistance to change is expected. As a leader , you must share the why behind it - communicate but also listen - while we have to express the reason and need, we have a responsibility to understand the cause and fear behind the resistance. Use the LEAP process 1. Listen 2. Empathise 3. Answer 4. Promote

This is where we can use a little project management judo. You would think this is where we help and support those who are helping or supporting the change. This is actually where we can show how the resistance is best for the organization. Let them know that their resistance has opened the doors for a deeper understanding of the change and the implications thereof. Let them know that their resistance has created an open dialog on the improvements to come. Positives from the negative. It's the only way to win!

When employees feel supported during a transition, they are more likely to embrace the change and be productive members of the team. Providing resources such as training, coaching, and counseling can help employees adjust to new processes and systems. Additionally, open communication and transparency can help alleviate anxiety and stress during periods of change. Organizations that prioritize employee support during change management often see greater buy-in and higher levels of success in implementing new initiatives.

How individuals affected by change respond to that change can sometimes determine whether the change can be executed at all, or if it is executed, whether the effort succeeds or fails. Without proper “change leadership”, valuable resources may be lost and/or the change effort may fail. As soon as a leader recognizes that a change is happening or is needed and s/he understands the impact of the change on the organization, “change leadership” should develop an HCM strategy. Communications about the change should occur early and often to begin preparing employees for the change while identifying and developing plans to address their concerns. And leaders must ensure adaptive resources are available ( training, counseling, etc.) as needed.

The main support I would suggest is looking for ways to remove unhelpful mindsets, self imposed barriers and fear. As leaders you have to make change feel safe enough for people to operate and stay ambitious . See David Rock’s SCARF model

Change is a behavioral process and when the example comes from the top, consistently and constantly, it legitimizes what is expected from the rest of the organization. It also provides a template to be followed. In this endeavor, the whole leadership has to be committed and trained to be a role model for change.

Recognizing the right behaviors that drives change management and celebrating small successes go a long way in sustenance of change management culture. Having change management role models within the organization & reaffirmation of aligned behaviors on consistent basis results in overall alignment and progress.

Focus on praise and recognising every incremental improvement from all the team on a weekly basis - progress not perfection. Create an upward spiral of praise, effort, achievement , praise. Focus on growth mindset attributes - struggling with hard things and overcoming difficulties vs just results.

Change is necessary in healthcare especially! Educating about the process of change, listening to the concerns and being available during transition will allow implementation in a positive manner. We have to be open and allow the process to move forward! Most of time the resistance comes from just not wanting to take the time to do something different. Digging your heals in will do nothing but prolong the process and peg yourself as stubborn to the others. A good director or manager can work with you and take the time to reassure!

Donner du feedback régulier aux équipiers impliquées pour mettre en valeur leur contribution et surtout leur évolution personnelle en lien avec le changement. Et pour ne pas se rater sur ce point : planifier ces moments de rencontre et d'échange !

Especially at the outset of any change, make sure to get some wins, communicate them to the organization, and connect them back to the "why" of the change.

Celebrate innovation, adoption, large and small insights, and solutions found. Celebrate the “use cases” that emerge from the group. Give the dialogue and celebration room to breathe and grow. It will take on a life of its own and lead naturally to the next levels of discovery with AI.

Regularly assess the effectiveness of change management efforts. Be prepared to adjust tactics in response to feedback and observed resistance.

By implementing these monitoring practices, Change Managers can effectively track change progress, identify areas for improvement, and ensure successful implementation of change initiatives: •Define Metrics: Identify key performance indicators (KPIs) •Set Baselines: Establish baseline measurements to gauge current performance levels •Regular progress updates, check-ins, or status meetings •Feedback Mechanisms: e.g. surveys, or assessments to gather insights •Data Analysis: Analyze data collected from metrics, feedback, and performance assessments to identify trends, areas of improvement, and potential roadblocks. •Adjustment: Based on data analysis and feedback, make necessary adjustments to strategies, processes •Communication

People do not resist change if they are part of the overall though process. Include people while you make any change and not just communicate them later

For most people Organisational Change is a bad deal, we ask people to trade the way they do things today, (which they understand and can use to plan into the future) for a way of doing things that we won’t fully understand until it’s live. This creates a psychological threat state which often primes misunderstanding, defensive behaviour and undermining tactics. Many change practitioners believe people resist change because it is an old vs new way of doing things. In my experience people resist because they see a predictable future vs an unknown one. Any change management program needs to be able to show people a holistic view of the future, so that people can plan for themselves how to succeed.

Sometimes despite all the efforts some team members will not relent and keep on hindering the project. It is always better to separate them from the team. Sometimes internal groupings produce eddy currents which obstruct the overall flow of project. The groupings need to be identified and insulated .