APS Quarterly: Summer 2001

UNDERSTANDING RESISTANCE AND MANAGING CHANGE
By DOUGLAS HARRISON, APS

Editor's Note: Douglas Harrison, a regular contributor to APS Quarterly, is Continuous Improvement Manager for Grumman Olson Industries in Sturgis, Michigan.

Definitions:

Change - To make different
Reaction - A response, as to a stimulus or influence
Self-Esteem - Belief in ones self, linked to money, friends,
success
Resistance - Opposition of some force, thing, etc. to another
Personal Identity - Who we are, what are our roles,
responsibilities, and capabilities.
Status quo - The existing state of affairs
Managing - To control the movement or behavior of

REACTION TO CHANGE

How people react to change stems greatly from their self-esteem. When faced with change, individuals with low self-esteem will most likely act out of a sense of fear. This is because they have a certain amount of security in doing things the way they always have, or they may feel that they won't be able to cope with the change, or simply fear of the unknown. Those with high self-esteem will act out of resentment, perhaps feeling that you are infringing on their turf, or questioning their ability.

RESISTANCE

If personal identity is tied to the status quo, change will be met with resistance. The status quo becomes an anchor or rut. The ruts will guide individuals with low self-esteem, while those with high self-esteem tend to anchor themselves. Examples of this would be trying to drive a truck out of a rut or moving a boat without raising the anchor. You can feel the resistance.

MANAGING CHANGE

          When talking about change we need to consider this also, human beings are both Rational and Emotional. In order to effectively motivate people to change we need buy in on both levels.
          How do we attain this? First, you must be convinced that rationally the change makes sense. Use facts, not speculation or opinion, check in all directions to make certain that you are not compromising one area for the benefit of another.
          Next, answer the question, do I feel good about this change? In other words, am I compromising safety or morals by implementing this change? Be very certain that you are not promoting the change just for the sake of change or exercising your power.
          The next step is to sell the benefits to the individual you are asking to change. Communicate openly and make certain that you listen as well as talk. You may find legitimate arguments against the proposed change and you need to work through these issues. If you have done your homework the rational acceptance of the change should be fairly easy to attain.
          However, the emotional side is the tricky part. We as change agents need to manage change not just expect it. This means that a little handholding may be necessary for those with low self-esteem and perhaps a little tough love with those with high self-esteem. In both cases frequent follow-up and cheering on should be the norm. Keep in mind too that each individual is different and you should not expect everyone to change at the same rate. Be flexible, let people use their neck-top computer, focus on the goal first, you may find that they find a better way to reach it. Lastly, be patient but persistent, if you give up on people they will give up on your change initiatives.

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