Resistance Management Process Decision Tree Do you expect Resistance from your team? Reassure Team, Continue Communication and Development No Refresher Training Resistance management Reinforce purpose, role in future Provide opportunity for skill practice Change Network Lunch ‘n Learns System Demos Gather Data and Report Yes How will resistance be visible in my ministry, department, team? Consult with HR BP Initiate Coaching Plan Hidden WIP REVISED 10/15/2019 Overt Create Resistance Action Plan, based on: Culture of CHRISTUS, Ministry, location, department Associate Awareness Associate Knowledge Business Rationale for Change 10 STEPS to MANAGE RESISTANCE A D K A R AWARENESS of the need to change, fully understand the issues that created a need to change DESIRE to change, consider factors, consequences, motivation to change KNOWLEDGE of the change, how to change, clear understanding of required skills and behaviors ABILITY to perform during and after the change, talent in skills and behaviors learned REINFORCE the change, mechanisms to sustain, org. structures to support change Improve (Inadequate), Provide Clear Choices Reassure (Adequate), Develop Reinforce (Exceptional) Recruit for Change Network Role Consult with Program Change Management, HR Business Partner and Change Network Inadequate (1) Adequate (2) Exceptional (3) Inadequate (1) Adequate (2) Exceptional (3) Inadequate (1) Adequate (2) Exceptional (3) Inadequate (1) Adequate (2) Exceptional (3) Inadequate (1) Adequate (2) Exceptional (3) Exceptional (3) Adequate (2) Inadequate (1) Add score from each ADKAR assessment Divide by 5 (an average) Total results in overall ADKAR metric

Ten Steps for Managing Resistance – Step 1 Listen and understand the objections Understand an Associate’s objections. Often this can provide a clear path towards resolution. Clarify any misunderstandings, rumors or background information. Avoid debating or arguing with the Associate. The goal is to listen, understand and provide clarity. Back

Ten Steps for Managing Resistance – Step 2 Focus on the ‘what’ and let go of the ‘how’ Share a clear vision of the end state along with specific goals and timelines. Associates are involved and take ownership which naturally builds desire. This technique is generally more useful in small groups in which the change falls within their scope. With larger initiatives, this method is more difficult to get individual involvement. Back

Ten Steps for Managing Resistance – Step 3 Remove barriers Desire to change can be inhibited by obstacles or barriers. First follow Step #1 to understand what the obstacle is. The Associate may not be really resistant to the change but cannot see past the obstacle. Determine ways that the business may be able to address the barrier. Back

Ten Steps for Managing Resistance – Step 4 Provide simple, clear choices and consequences Be clear about the choices Associates have during the change. Ultimately building desire is about choices. Communication with the Associate must be simple and in clear terms so there is no misunderstandings. Back

Ten Steps for Managing Resistance – Step 5 Create hope Share the manager’s passion for the change, creating hope in a better future for Associates and CHRISTUS Health. Associates will follow a leader that can create hope and whom they respect and trust. Many times this method is most effective when an executive leader or someone that has the ability to truly create hope and energy around the future state delivers the message. Back

Ten Steps for Managing Resistance – Step 6 Show the benefits in a real and tangible way For some Associates, seeing is believing. Demonstrating the benefits of change in a real and tangible way can create desire. Visibly demonstrate the success of the pilots. Share success stories from previous groups. Share how other organizations are on the same road as CHRISTUS Health. Back

Ten Steps for Managing Resistance – Step 7 Make a personal appeal A personal appeal works best with honest, open relationships where there is a high degree of trust and respect. “I believe in this change.” “I want your support.” “It is important to me.” There is an emotional component and an expectation component Back

Ten Steps for Managing Resistance – Step 8 Convert the strongest dissenters Within every organization, there exist outspoken opinion leaders. Sometimes, these are unofficial leaders within the group who have a significant influence on other’s perspectives. When one or more of these strong and vocal Associates are against the change, they can negatively influence many others. Target the strongest dissenters with the techniques listed in Managing Resistance, steps 1 – 10. Strongest dissenters can become your strongest advocates Back

Ten Steps for Managing Resistance – Step 9 Create a sacrifice When all else fails and the change is in jeopardy, creating a ‘sacrificial lamb’ sends a powerful message. It lets the organization know that we are serious about the change and that resistance will not be tolerated. This method is only used after other options have failed and the change is at risk. When fear is created in an organization, this fear can play out in both negative and positive ways. If the decision is made to use this method, you need to tread carefully and in consultation with your HR BP to carefully manage the potential fallout from this approach. This method is listed as an option and may not be a serious consideration. Back

Ten Steps for Managing Resistance – Step 10 Use money or power incentives This method can be targeted at the mid-level and senior managers that are resistant to change. When a manager is necessary to ensure a smooth transition and all obstacles have been removed, then CHRISTUS Health must decide what the manager’s contribution is worth to the business and how the business can negotiate for the endorsement and support. Many times the negotiation is a bonus, directly rewarding the manager for successful completion of the change. In some instances, depending on the magnitude and importance of the change, there may be an increase in compensation or a promotion. In all cases, consult your HR BP prior to offering incentives. Back