RECIPES FOR RESISTANCE: Part II

We cannot change someones values, but we can change their behaviour. Their motives help us forge a path forward and achieve our goals.

Four Recipes

Many change, project or people leaders see resistance as a barrier to progress. Call it non-compliance or change resistance. But I like to see it as an opportunity to learn why and dig deeper.

Many businesses react to resistance by listing the non-complying personnel and threatening them with additional training or further action. I believe the best way to move past resistance is conversation.

Can change behaviour
Each type of resistance needs a targetted conversation. Have a look at my model. Use the axis to identify which type of resistance you might be experiencing: overt/covert or passive/proactive.

I categorise resistance behaviours on the axis, then I am able to recognise the behaviours, the motivation behind them and most importantly the right conversation to change them.

Can't change values
The movitations behind resistance give us the insights to remove it. For example if an employee is resisting change because of their beliefs and values, then no amount of training is going to shift them. We cannot change peoples values, so mediation is needed.

RECIPES
The four types of conversation I help leaders with are outlined.

The top two resistance behaviours question the WHY of a change.

REFUSE behaviours are often values based. So mediation is needed to work it our fairly with some help on developing a solution.

REASON behaviours are usually mindset related. So a consultation will help the group input into the solution.

The bottom two resistance behaviours relate to the HOW of the change.

REMAIN behaviours show up when employees are welded to a certain way or culture. They have a deep sense of belonging to the current state. Education and training helps them migrate.

RE-IMAGINE behaviours relate to logical resistance. This is the generic type we experience as people leaders. Employees here need to be part of the change. They want to work through logically and participate.

The model allows us to see resistance as an opportunity for an engaging and constructive conversation.