Taking the challenge out of change

People don’t like change. And internal change-resistance across an organisation is one of the biggest barriers to success in a transformation programme. Resistance starts in the form of denial (“it’s fine how it is”); includes obliviousness (“if I don’t engage, it won’t really be happening”); and builds all the way along the spectrum towards downright guerrilla warfare.

For me, though, it’s not as broad-brush-simple as “people don’t like change”. I believe there are nuances within change-resistance, and each of these has to be approached with different persuasive arguments. Just take these three as examples:

Change as inconvenience: Many organisations run systems and processes that can only be described as fancy-pants ornate. These processes have often been developed over many years, with adaptations and add-ons, fiddly bits and filigree finials. They’re complex: BUT to their users, they are familiar. Paradoxically, for those people operating these truly daft processes they are easy, in that they can be completed without thinking, just by following the comfortable old routine.

Consequently, a shiny new streamlined process is initially highly unattractive. It will need to be learned and will demand careful thought to complete it, with regular checks of the manual. It will take longer to execute than the old-slippers version. No thanks, not necessary.

Happily, in this situation, it’s usually the case that the process users are quickly converted, just by using a good old-fashioned mix of proof, encouragement and insistence. This is because this type of objection is in fact one of the more logical ones.

First, you’ll need to prove-it, demonstrating how the new process includes everything that was necessary in the old one. Then, train them well, getting them used to it and having plenty of on-hand encouragement from super-users as they go live. And finally, push on through. Don’t give in to arguments that we need to go back to the old system, because, because, because. You’ll need your Executive Sponsor primed on this, making sure that the affected HoDs can’t bend any senior ears.

It usually only takes a couple of weeks’ encouragement and insistence, and then this lot are through the change curve and climbing rapidly up the other side…

Change as insult: This one is trickier. It’s the change-resistance that happens when a person who perceives themselves to be the owner of a process or system feels that a proposed change is a criticism of how they have been working to date. When the transformation team suggests that a process or system needs to change, the self-styled owner takes umbrage, hearing in that suggestion anything from “you’re out of touch with what new technology can do”; through “you haven’t put enough effort into evolving this”; to “you don’t know what you’re doing”.  

And yes, that’s a highly emotional response to what was a helpful and logical suggestion. Typical behaviour in these situations is for the owner to firmly resist the suggested changes, defending every aspect of the current way of doing things. The resistor believes they are saving face by doing this.

You will therefore need patience and slow-burn gentle persuasion. You will need to allow the perceived-owner time to climb down from their high horse. This person needs to re-establish their self-esteem by being part of the “re-design” of your idea.

First, insist on implementing the inevitable bits of the change that are non-negotiable – for example, if the entire organisation is changing its ERP system or migrating to the Cloud. Work one-on-one with the owner to agree how their stuff can fit with this new obligation. As you do this, build their trust in your knowledge and start to become an ally rather than a threat – e.g. use the language-of-you, such as “how we get the new system to work for you” or “I’ll show you the options and you can select the one that will work best”.

Most people soften-up with this approach. And very soon, they start to see how they can once again be the owner – but this time, the owner of the new version of their system or process. They begin to contribute ideas, and more importantly, accept your advice on how changes can be implemented. With patience, you can implement exactly the same revised process or system you initially proposed, but this time with the owner not only on board, but believing themselves to be driving…

Change as risk of failure: This is one of the toughest to handle. It’s resistance based on the perception that “we/I am not currently failing: therefore, it will be better to change nothing, just in case it causes my/our performance to apparently decline.”

It comes in two forms – corporate and personal.

Corporate is arguably the easier one to handle. It usually goes along the lines of “we’re currently doing OK, so if it ain’t broke, don’t fix it”. It can be countered with a strong business case for the change, presented to the C-suite by a persuasive Executive Sponsor. Your job is just to work on the spreadsheets and identify the argument for gains-to-be-made versus risk. Usually, it’s enough to use a logical argument with people who are obliged by rank to behave logically.

Personal resistance is tougher. This occurs when the rejection of change is based on the fear of personal failure. Trouble is, people very rarely state openly that this is what’s bothering them. Individuals give “good reasons” rather than “real reasons” in these circumstances. So instead of saying “I believe I will find it difficult and frightening to work with completely new methods” they say, “That’ll never work, because…”.

The trick is to assume from the start that everyone is scared of failing. Then, you can make personal failure appear unlikely. That includes building-in familiarity, such as making the user-interface very similar to the one people already use. It includes programme-long and plausible communication on how the new process/system will include soft-landing mitigations; training and continuing support; and a no-blame ethos. And it includes really meaning and living all the stuff in the previous sentence!

As change lead, other people’s lack of confidence is always your problem, not theirs. So everything you do must be designed to build their trust that you don’t want them to/won’t let them fail. You have to be encouragement personified…

If your organisation is undergoing change and perhaps meeting with resistance, Ignition Transformation can help. We have guidance for post-pandemic change programmes:

https://www.ignitiontransformation.co.uk/post-pandemic-transformation

as well as experts who will help you analyse and address people-issues:

https://www.ignitiontransformation.co.uk/solutions-people