In this article Ford & Ford argue that leaders and change agents should view resistance to change as valuable feedback and input rather than viewing it as pushback or lack of buy in. The authors also address the ambiguity of interpreting resistance behaviors in a way that can be analyzed and constructively redirected to improve change initiatives, win buy-in and achieve success. To that end, Ford & Ford list and illustrate five ways for leaders and change agents to step up and engage when a change effort meets with resistance.
This article could not be timelier for me. As of this writing, I am in the early-middle stage of introducing a change initiative in my department. I have boosted awareness as discussed in this article, which is to recognize that this change must be internalized by the people most affected by it. I have shared the proposed change with the group and have received written feedback and statements of concern. My next step, occurring soon, will be to build participation and engagement by facilitating an open discussion with the team to find out if and how the change constrains people’s workflow. And the outcome of that event may be for me and the other leaders of this initiative to change the change which is to translate the pitfalls of the proposed change into revisions of the implementation plan.
LO2: Demonstrate the ability to assess complex organizational environments and achieve communication goals
Comments