Surprised by Resistance to a Desirable Change - Tutorial Series Tools | Change Management Resources |

"Prosci (ADKAR) is sharing online tutorials for change management, including this example of the second of a three part series focused on resistance management."
I'm intrigued by how Prosci uses the terms for change and resistance management, which they define in this tutorial series.  We'll be offering more soon on understanding motivations for resistance.   For now, we have Prosci's "resistance management" for comparison




Steps for addressing resistance to a desirable change


1. Establish frameworks: There are two principles to consider: 

  • a) A desirable change doesn’t mean everyone will desire it, and 
  • b) Resistance does not always mean there is a lack of desire. 


2. Conduct root-cause analysis: There are personal and organizational contexts to change that can influence the speed of adoption, ultimate utilization and proficiency at a change on an individual level.


Includes examples such as:

  • Change A (email system change) includes,  “a lack of desire is not always the cause of resistance.” After further analysis, it has become apparent that the employee lacks the knowledge to effectively configure the new email system, though the desire to use the new system is in place.
  • Change B (office location change) – a transition state that is causing difficulties for the employee. Her behaviors appear to demonstrate that she doesn’t desire to move, but in reality she might just need more time to adjust and get settled.


  • Change C (benefits package change) – On the surface, the change seemed to be desirable because of its beneficial monetary impact on employees’ bonus checks. However, in the cited case, the change from quarterly payments to bi-annual is the source of resistance as it has disrupted a staff member's personal plans.

3. Develop approach for managing resistance: Prosci outlines Three avenues for managing resistance, including preventative, proactive and reactive resistance management.


Tactics for addressing resistance:

1. Engage key players

2. Be an advocate and coach

3. Employ reactive resistance management

Read the full article here.

Here are some posts by Deb on stakeholder events that involve everyone:

Open Space on Speed: Social Business with the Coaches, Results! Video
Trusted Advisors Open Space, Global Change ACMP 2012
Open Space & Renewal, AAHC Board Retreat Highlights 2012