Beyond Resistance: Unlocking the Human Side of Change Management
Beyond Resistance: Unlocking the Human Side of Change Management
Inspire people to consider the change and why they should make it. Calling them names based on their actions is never helpful. What they do does not always equal what they are.
I have collaborated with people involved in technology and process change since 2000. I may have met thousands of professionals. In my career, I worked in many industries. They include pharma, fast food, international airlines, and finance. These days, I work with professionals in media and entertainment.
What I know for sure is people *want* change. - K. Joseph
I know, I know. This runs counter to the usual narratives you must have heard. Change is hard. Nobody likes change. Change is scary, etcetera, etcetera.
Still, the opposite of change is a concept people hate more—I hate working on ancient software. I am not growing or learning. These inefficient processes are so painful.
Do you think comfort is the only thing people crave professionally? Think again! In the dynamic world of work, folks are hungry for change. Some are eager to learn new skills and take on fresh career challenges. Others crave the sleek efficiency of a new tech gadget or system. It promises quicker workflows and game-changing results. And let’s not forget the explorers. Their eyes sparkle with the desire to discover uncharted knowledge. They want to stay relevant in the ever-changing job market. But it’s not about the fancy tools or the shiny CVs.
Deep down, it’s about growth, satisfaction, and that intoxicating promise of accomplishment. So, next time you see someone hesitant about the new, remember — there are many reasons why they want it.
But, their desire may not bloom right away.
Take me for example. I am a high performer in most of the professional realms I have found myself in. I navigate my work world with confidence and assurance. Yet, I confess, there have been times when people like me stumble on the runway of change.
I recall when my leader offered me a plum project. It had the potential to change my career. But it meant diving into uncharted waters, new technology, and unfamiliar territory. My stomach churned with a gnawing fear: what if I fail? What if I lose my footing and slide back down the ladder? That apprehension, that fear of losing, made me consider saying no. And I know I’m not alone.
We’ve all felt that internal tug-of-war, the desire for growth battling the fear of the unknown. But here’s the thing: resistance isn’t a monster under the bed. It’s a reflex. It’s how our brains protect us from harm. The key isn’t to label people as ‘resistant.’ Instead, it’s to grasp their concerns and fears. Then, we can help them overcome those fears.
That’s where my work as a Change Management practitioner comes in. When hesitating, I remind myself to look for ‘what’s in it for me’ (WIIFM). To find my personal why and turn ‘no’ into ‘yes’ starts with building trust and creating safe spaces. It starts with me and others having a conversation.
Managers of people-change provide the tools. They help those who must change to work in different ways or use different systems. They help them to deal with change. This will unleash the potential in each person on every team.
How We Talk About People
“They keep pushing back!” the leader lamented.
A program manager expressed frustration this week about delays in her project. The end users on the project have legitimate reasons for their pushback. They tell her they cannot make the required changes within the agreed timeline.
“They don’t want to change!” she said.
Towards A More Holistic Approach to Change Management
Let us navigate change initiatives with a nuanced understanding of stakeholders’ concerns. We shouldn’t assume that people resist change. Some things users do and say may appear to be blocking acceptance. Those hesitant “ums” and skeptical glances? Don’t mistake them for roadblocks — they’re whispers for better maps and sturdier tools.
True change champions weave magic with understanding, not ultimatums. They do this by addressing the need for knowledge and capability building. Forget generic training manuals. We’re talking about custom toolkits and immersive experiences. They spark curiosity, not dread.
We guide, we share, and we celebrate milestones together. When we approach change with empathy and a holistic compass, resistance melts.
Postscript: Remix and Playback
“They keep pushing back!” the leader lamented.
A program manager expressed frustration this week about delays in her project. The end users on the project have legitimate reasons for their pushback. They tell her they cannot make the required changes within the agreed timeline.
“They just don’t want to change!”
The change manager examines the results of the stakeholder assessment update. They nod and reply, “I see what you mean. I have an idea. Let’s create a “Change Journey Workshop.” It will provide users with a hands-on experience. The workshop will guide them from their current state to the target state. It will also guide them through the transition phase.”
“What do you mean? Will this take more time and resources we don’t have?”
“Hmmmm. This can run within a sprint, and I’ll only need a Product Owner from your team for a few hours each week. With us and a business representative, we can craft a user-centric experience.”
“Okay,” the program manager considered the idea and was open.
“Picture this: we will start by discussing the current state. We will work together to find strengths and pain points. We’ll have interactive sessions for users to engage with the new MVP platform. Our target outcome is to foster understanding and inspire confidence. The goal is to prepare users for a smooth transition. And to show the long-term benefits in the target state.”
“And you think this will get them to support the agile, interim state of the solution?”
“I believe that the users need to see the value of the interim state. They are good corporate citizens who already believe in the target state. They are not resistant; they are just not confident they can change and be as good at their jobs as they are now. We have to show them they have what it takes. We’ll get the sponsor to assure them. She expects a transition time for her people to learn the new system and ways of working.”
Navigating Change in Corporate America: Overcoming Complexity and Challenges
Let’s be honest: change can be messy. It has twists. It stirs diverse opinions. Sometimes, it feels like we’re climbing different mountains. But what if, instead of seeing these as roadblocks, we saw them as opportunities? There are chances to connect. To learn from each other. And to build something great together.
That’s what I’m excited about. We will create journeys that leave everyone feeling seen, heard, and valued.
How?
I’ve spent 22+ years guiding companies through change. I’ve learned that the corporate world is anything but one-size-fits-all. Every company, every initiative, is its own microcosm. That makes the ‘people side’ of change so fascinating and, frankly, so challenging. But it’s also where the magic happens.
I have tried and true tactics that have worked for me. I also learn new innovative methods of engaging people all the time.
Stakeholder Analysis: Unveiling Perspectives and Emotions
The first thing I always do when guiding folks through change? I grab coffee (sometimes tea, depending on the morning!) and pull up a virtual or real chair beside everyone involved.
Why?
Because at the heart of every successful change journey lies understanding. So, we chat, we share stories, we listen deeply.
Sponsors unveil their hopes and fears. Leaders paint their vision. Users whisper their worries about the new terrain. It’s a beautiful, messy mosaic of perspectives, and that’s where the change starts. Because with each voice heard, we build a map, not just of the change itself, but of the human landscape around it. (Here’s more about this stakeholder analysis.) And that map, my friends, is our compass through all the twists and turns ahead.
Beyond Labels: Understanding Stakeholder Responses
Early in my career, I saw resistance as a wall to knock down. But then I worked with a team that wasn’t buying into a new process. So, I sat down and listened to their concerns. I learned that they weren’t against the change. They just felt blindsided. They needed more time to understand the “why” behind it and how it would affect their daily work.
By giving them that space, we built trust, addressed their worries, and guess what? They became some of the most prominent champions of the change! That’s when I realized that resistance isn’t the enemy; it’s a message in a bottle. It’s telling us we need to offer better preparation. We must ensure everyone feels they’re swimming with us, not against us.
Shift in Perspective: Addressing Core Concerns
You must agree that slapping a ‘resistant’ label on someone doesn’t exactly build bridges. Some of our change management tactics can feel like a nudge. Okay, sometimes they’re a shove in the right direction. Imagine bombarding people with endless facts. Or, worse, telling them how much ‘better’ things will be once they ‘get on board.’ That’s not a recipe for buy-in.
“Users may understand the business need and believe in the vision. They may want the change. It’s important to consider they may still be afraid to change.” — K. Joseph.
When someone hesitates, it’s rarely about a lack of understanding. It’s about the butterflies in their stomach and the knot in their chest. They worry we will leave them behind or they will get lost in the new terrain. Instead of force-feeding them information, we need to acknowledge their fears. We must offer a calming hand and give them the tools to navigate the change confidently. It’s about building trust, not barriers.
So, let’s ditch the labels and the one-size-fits-all tactics. When it comes to change, people aren’t puzzles to be solved. They’re fellow adventurers ready to explore. But they need a bit of support to take the first step. Let’s focus on understanding their concerns. We will give them knowledge and skills. We will build a bridge of trust. This bridge makes the journey to the summit something we embark on together. We are not in opposition.
Knowledge Building: Beyond Technical Training
Back in the day, we made dusty training manuals and endless online modules. Everyone dreaded tech training. That’s not how we build knowledge anymore, not in this fast-paced world of change.
Forget the ‘click-here’ drill sergeants and robotic how-to’s. Let’s throw out the rulebook. Let’s create learning that feels like exciting journeys, not forced marches.
Imagine this: users are not tossed into a digital deep end. Instead, they get to walk hand-in-hand with trusted colleagues. We’ll build bridges from their familiar ground to the new world ahead, guiding them step by step.
They’ll hear real stories from the trenches, not just corporate jargon. They’ll ask questions without fear of judgment. They’ll see the new system in action with live demos. They’ll even test-drive it. We’re talking less ‘watch me’ and more ‘let’s do this together.’
Because that’s the key: we don’t just want people to know; we want them to feel. — K. Joseph
We want them to get their hands dirty. They should experiment and embrace change fully. It’s about creating learning experiences. They spark curiosity, build confidence, and excite people about what’s to come. Trust me. Learning feels less like work and more like an adventure. So, the change journey is much smoother. It’s also more fun.
Receptive Stakeholders: Shaping a Supportive Environment
We’ve all been there, haven’t we? Faced with a brand new gadget, a shiny app, or even a revamped office layout. The first spark of curiosity quickly fades. It becomes the familiar knot of hesitation: “Do I need this? Can I handle the learning curve?” It’s not that we hate change, mind you. We’re creatures of evolution, after all. But, even in the promised land of better tech and higher efficiency, it feels a little daunting.
So, when we, as change guides, hear a hesitant “No, I’m not ready,” imagine that knot. See the furrowed brow, the questioning eyes. It’s not a rejection of progress. It’s a plea for understanding. It’s saying, “Show me the path, help me see the payoff, walk beside me for a bit.”
Remember, collaboration isn’t about forceful persuasion or sugarcoated promises. It’s about building bridges of trust, brick by human brick. It’s about listening to worries. It’s about addressing concerns and offering a helping hand. And maybe even a high-five along the way.
When we approach change with empathy, not demands, we unlock our teams’ true potential. We transform hesitant “No’s” into excited “Let’s do this!” That, my friends, is the magic of guiding people through the ever-changing work landscape.
Last word: Change practitioners should view most stakeholders as receptive to change.
TL;DR — Here are the key takeaways from this article
People crave growth and desire change, even though it can be scary.
People resist due to fear, not unwillingness. Labels like “resistant” don’t help.
Change management is about understanding people’s fears, building trust, and providing support. This means:
You are listening to stakeholders and understanding their concerns.
As a change manager, shift perspective from force-feeding information to addressing core concerns.
You are building knowledge through engaging, collaborative learning experiences.
You are creating a supportive environment. It’s where people feel safe to explore and adapt.
We can turn resistance into excitement by being empathetic and not giving ultimatums. We can then unleash our teams’ potential.
What are your thoughts on what I have offered above?
꧁༒☬T͎h͎a͎n͎k͎ ͎y͎o͎u͎ ͎f͎o͎r͎ ͎r͎e͎a͎d͎i͎n͎g͎!͎☬༒꧂
© 2024 K. Joseph, All Rights Reserved
Who is K. Joseph?
(She is not Joe, she’s K for Karlene.) I write creative non-fiction stories on Medium to share change management insights, learn leadership principles, and grow together in our workspaces. Follow. Subscribe. Comment.
This story was first published in Medium.com.