Change Facilitation™: A new perspective on change management and resistance avoidance, by Sharon-Drew Morgen

The CEO of a midsized company recently called me after reading my article on avoiding resistance during a change initiative. He said ‘resistance management’ was built into all their projects due to its prevalence. Curious, I asked him to send me a typical project flow chart. The problem was obvious: ‘people implementation’ was #6.

Resistance management has become standard in change management initiatives. Indeed resistance is so common that hundreds, if not thousands, of books, articles and programs (including a department in Harvard) are dedicated to managing it.

But resistance is only triggered when two necessary elements are overlooked:

People: Too often change management processes are led, designed, and organized by a few ‘leaders’ who tend to overlook some of the folks further down the food chain. It’s necessary to put people #1 to include their voices, unique and vital information, ideas, needs, and early buy-in of everyone who is either part of the problem or who will be part of the solution.

Systems: Any change must include not only behavior changes, but amendments to the underlying system – the rules, beliefs, assumptions, practices, expectations, and norms that have held the status quo in place.

By overlooking people and systems, and with a focus limited to changing behaviors, resistance is a typical output as the cost, the risk, of change is unknown. With a shift in thinking it’s possible to prevent resistance entirely. In this essay I’ll provide thinking on how to accomplish this.

WHAT IS CHANGE?

Theoretically, we’re delighted to change, to realize our best selves, solve a problem, find better solutions and learn new things. But unless the risk of the proposed change is known, understood, and managed; unless the stability, beliefs and norms of the system are maintained, the system will resist change.

Change is an alteration to a system (defined as a set of beliefs and rules that are agreed to by people (or things) included) and entails modifying an existing structure that has been working well-enough for some time, accepted by all, and habituated into the daily norms.

Current change management models focus on changing the problematic behaviors/activity but ignore addressing the norms and beliefs that have created and maintain the system. Without simultaneously managing or shifting the hidden systems issues that have been keeping the defined problem in place, the system faces an unknown risk and will resist.

Before agreeing to change, the system must know:

  • How will the new match the existing beliefs, values, norms, rules, routines? Are they compatible? Are the core beliefs/values of the group maintained?
  • How will daily tasks and working/reporting relationships change?
  • How are individual ego beliefs and job identity factors managed? Are the folks most affected by the new included in information gathering and goal setting at the beginning so they have input around their own (new) jobs? Do these folks get a voice in generating the goals and outputs for a new solution? In sharing their unique experiences to best understand the problem from the customer side?
  • What must be relearned and in what time frame?
  • What if the new doesn’t represent the output needed by those most affected?

Without answers to questions like these, change becomes a threat and folks will resist doing anything different. Below I discuss a route to determining risk and generating buy-in.

THE STEPS OF CHANGE

There are actually 13 steps that all change takes, most of which occur before a problem can be accurately diagnosed or the goal defined. By enlisting these in your change management processes, you’ll have a good chance to avoid resistance.

Sample

Note: While seemingly a book on helping buyers buy, Dirty Little Secrets is about the 13 steps of change/decision making.

Here are the main categories involved:

1.   Where are you? What’s missing?
The full problem set can be understood only when everyone who touches the existing problem and will be involved with the new solution are assembled to share their thoughts. How did the problem occur? How has it been maintained over time? What systems, rules, relationships, job descriptions are maintained per the existing circumstances? How would they change as a result of doing things differently? What might the fallout be?

Without knowing this, it’s impossible to get an accurate understanding of the full data set involved or set an precise goal. When leaders and senior managers propose goals for a project without including input from these folks or without recognizing the possible risks the change might trigger, it’s a certainty that time delays, inadequate results, lack of buy-in and resistance are sure to follow.

Too often leadership develops a change project without appropriate input, working only from their unique perspective. Unfortunately, I hear the same thing repeatedly: “Leadership knows the full problem set. They don’t need to call in front-line workers. They’re smart enough to figure it out for themselves.” This assumption is responsible for a cascading array of follow-on problems.
2. How can the system fix the problem with available resources?

Change doesn’t happen unless the system itself recognizes an incongruence. And unless available resources are disqualified, anything new will be questioned. The questions to be answered are:

        • What has prevented this problem from being resolved already?
        • What is keeping this problem in place? (rules, jobs, outputs)
        • Is there anything we already have that might solve our problem if used differently? Any known consultants? Apps?

3.   Brainstorming
Brainstorming is a great way to discover everything and include everyone. For large companies it’s possible to assign representative work teams that bring back the ideas to a main (and representative!) team. Note: it’s vital that everyone’s ideas get included as each job role will have different needs and ideas. Generally, leaders don’t have day-to-day contact with customers and cannot know the full set of issues that must be included in any change initiative.

Brainstorming should include:

      • The foundational beliefs/values to work from
      • Random ideas for solutions from each department/working group
      • Managing the elements holding the old in place and what would change if it’s altered
      • What are the risks to making a change? To not making a change? Is the risk of change more/less than maintaining the status quo?
      • Possible solutions (to include workarounds)
        • The risks of each
        • The danger signs that indicate upcoming problems

 4.   Managing risk
The risk of change must be equal to or lower than the risk of status quo.

Change can’t proceed successfully unless the risk of change is understood and approved by all. During brainstorming, it’s vital that possible risks get discussed, and the signs of possible failure be understood and managed beforehand.

There are several types of risks involved in change projects:

      • When folks are left out, there’s incomplete data to work from and goal-setting might be flawed and folks who touch customers might not buy-in. Obviously this is a risk to the company, the customers, and revenue.
      • The risks each group face from a change must be understood and accounted for before the project goals are set.
      • When the core beliefs and values of the company or team are omitted from the identified outcome, people will resist and feel at risk.

It’s only when

a.  everyone who is involved with the problem and will touch the solution,
b.  the core beliefs and values are agreed-upon by all involved at the start as the foundation of the change,
c.   the risks are understood and steps are in place to manage them,
d.  the Group chooses the specific goals to be met and what specifically an outcome must include

that it’s possible to avoid resistance.

I suggest it’s possible to manage change in a way that encourages buy-in and avoids resistance, garners the full data set with which to set goals and expectations, conclude with a new behavior/belief outcome that can be maintained through time.

PUTTING IT ALL TOGETHER

Change is a multi-faceted endeavor that needs to include both behavior, belief, and systems changes:

      • To lead folks think to think and act differently takes belief change and buy-in.
      • To clarify the intent of a change requires unbiased questions (I’ve invented a wholly new form of question called Facilitative Questions that avoids bias entirely).
      • To engage people to feel safe enough to act in new ways takes inclusion and being heard.
      • To collaborate, organize, build new teams, set goals, and manage takes new leadership skills that involve ‘soft’ skills.
      • To align stakeholders and design solutions takes collaboration.

While many models claim to do the above, our current tools don’t teach how to accomplish it. My book HOW? not only lays out the steps but teaches Faciltative Questions that facilitate core decision making with no bias; a new form of listening that hears accurately; and the full compliment of the steps of change.

As a good starting point, I suggest the following be the core framework:

Our goal is to have/do _______ to alleviate/fix _______ and will include ______ group/departments to help us define the problem and generate a solution design. We understand that any change must include these underlying beliefs, norms, and rules: ________. We understand that the risks of not including these are _______; the danger signs we’ll experience if we’ve left anything important out include _______ that we will address by _______.

If you would like to develop a change management process for your team, or get help with an initiative triggering resistance, call me to discuss: sharondrew@sharondrewmorgen.com

___________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision makingthe NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

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