Change Management Addressing Resistance to Change Georgia Tech March 12, 2013 Debbie Brown, SPHR, MBA, MSW

Change is a Constant in All Organizations

Objectives Change Management Identify and Discuss Some Typical Change Scenarios in Organizations Communicating Change: The Good, the Bad & the Ugly Identifying & Addressing Resistance to Change In organizations and individuals Implications for Middle Managers

Change Change: “To make different in some particular”* Organizations launch projects and initiatives to improve performance and reach a better future state. *Merriman-Webster’s Collegiate Dictionary

Change Management When a project’s results and outcomes depend on individuals adopting and using a solution.

Some Changes New Product New Service New Leadership New Technology Employee Terminations M&A New Culture Reorganization Early Retirement Packages Employee Lay-Offs

Resistance Management Resistance Prevention Proactive Resistance Management Reactive Management

Resistance Prevention Engagement – building coalitions Establishing clear, targeted communications Developing the communication plan Enabling managers Provide training Envisioning how the change management plan fits with the project plan

Communication: Having the Right Conversation The right conversation focuses on outcomes – achieving project and organizational success

How to Communicate Blog Text/ blasts Other written form YouTube Phone Calls Meetings Video conferences Legal Counsel

Why Communicate? In the absence of information, people create their own reality. Over 50% of how a message is received comes from things other than the crafting of words. 38% tone of voice 7% actual words 55% non-verbal including body language

Preferred Senders Top Executive Why this change? How does this align with our vision and business intent? Immediate Supervisor How will this affect my daily responsibilities? What’s in it for me and/or my group?

Receiving the Message

Listening

Receiving the Message- First Time Listening Most employees only hear a fraction of what was said the first time. Interpretation What the sender says rarely matches what the employees hear the first time.

Interpretation of Message “How will this impact me?” “What’s in it for me?” Past experience What they hear from colleagues Their job performance Their trust in the sender Age Health Financial security Family concerns

Proactive Resistance Management Anticipate skepticism People invested in status quo Group who advocated for Plan A when Plan B is selected Lay-offs or staff reductions affect everyone

Reactive Resistance Management Identify the root cause of the resistance Listening Offering clear choices and consequences Showing benefits of change Removing resistant individual

Resistance Defenses: denial, anger, bargaining, depression acceptance It’s not good or bad, right or wrong It just is Defenses: projection rationalization Change saturation.. fatigue, burnout, automatic resistance Personality Style Change in Personal Life

Reorganization of Non-Profit Technology Change IT Department Change in Leadership Change in the Way Service is Delivered Reorganizing Communications & Advancement Early Retirement Program Reviewing every job and everyone in those jobs for the best fit Supervisors not trained in change management

Reorganization Got rid of those not on board with change Got rid of those who don’t fit new job requirements Got rid of those without the correct skills

Issues with Employee Separations Low morale with remaining employees Rumors/uncertainty Competition for jobs Retaining key talent

Implications for Managers Know Thyself Your stress level How you deal with change Your own resistance Your personality Get Yourself On-Board – work through your own frustrations before meeting with your staff We are in this Together It’s about Relationships

Implications for Managers Address resistance directly Listen for underlying Issues Communicate change as necessary to viability of the organization Focus on relationships – Get to know your people We are in this together Do This Not This Ignore signs of resistance Take whatever is said at face value Neglect to make it a business issue Neglect your relationships You figure it out

Communicating The Future

D&B Consulting, Inc. Executive Coaching Team Building Leadership Development Career Transitions & Outplacement Thank you! Debbie Brown, SPHR, MBA