What is the most effective way to overcome resistance to change in a business transformation framework?

I encourage my teams to ask questions and lead those who are resisting to the same conclusion we've already reached. When I was leading a large-scale business transformation initiative, we had more than 10 pages of future-state design recommendations, but if we had shared those ideas from the start, the resistance would have been incredible. We defined success as getting to the same conclusions but allowing the ideas to be the team's that we were working with. By making those ideas theirs, they had ownership in the solution and embraced the changes we knew needed to be put into place.

Empathy, empathy and some more empathy. Understanding the source of resistance and the underlying emotions is crucial. People always have a reason to do what they do and it's essential to invest the necessary time and attention to comprehend their perspective and where they are coming from to understand and succesfully tackle the resistance.

I find the question odd - the point is not to "overcome resistance" - we are not the Borg -but to channel the objections that people have into something positive. This can mean identifying what the change means for different groups that you've identified during your stakeholder analysis. In your impact analysis it should be clear how different groups are impacted and what the reaction might be. Then in your comms and interactions focus on the benefits to specific groups and involve them in the change.

The key to the problem is to understand the true nature of resistance. Actually, what employees resist is usually not technical change but social change—the change in their human relationships that generally accompanies technical change. Ensure that all leaders are aligned in their messaging and actions regarding the transformation. Consistency among leadership is key to building trust. Top executives can also make their own efforts more effective at meetings of staff and operating groups where change is being discussed. They can do this by shifting their attention from the facts of schedules, technical details, work assignments, to what the discussion of these items indicates in regard to developing resistance and receptiveness to change.

Most often it comes across as people are against the change. In my experience, “the pace at which change is introduced”, is what scares the most people. If we explain people - what we are changing, - why we are changing, - when we are likely to see this change takes effect from, - what is in it for the people involved - what does the end point or goal looks like and - if we truly listen to people’s opinions, thoughts, concerns etc, change can be introduced more smoothly..

There will be some people who resist no matter what AND by recognizing that their resistance is a great point of devil's advocate and might help expand your thinking about what can go wrong. The key is to know the difference between productive concerns and resistance for the sake of resistance.

To effectively overcome resistance in business transformation, understanding the root causes is key. Reflecting on my experience in risk management, I faced a team unfamiliar with this concept, confusing it with issue management. In my country's culture, building relationships is paramount before addressing work challenges. By meeting face-to-face, I discovered their hesitance stemmed from a lack of understanding. Through personal interactions, I clarified the importance of risk management, bridging the gap between our perspectives. This approach not only imparted knowledge but also fostered cooperation, proving that empathy and direct communication are vital in navigating change.

Imagine you’re in a room full of change-resistant stakeholders. Don’t just throw solutions at them; first, be a detective. Use tools like stakeholder analysis to unravel the mystery of why they’re hesitant. It’s like solving a puzzle – once you understand the pieces, you can craft a communication strategy that speaks to their fears, doubts, and concerns.

Understanding the organisation drivers to enact change is key. Is it a top down organisation where LT adoption is imperative? Is it an organisation with established change channels? Is it an organisation where there is change fatigue and thus it makes sense to bundle changes together to avoid going to the same audience multiple times. Simple clear statements can assist with change acceptance and are more easily digested by any audience. Tailoring the experience to suit audience will be the linchpin for success.

Be clear on the “why?” What is the compelling business need. Why now? What is the vision Engaging your team with compelling business needs or vision. Inspire your team to act. Lead by example.. help your team to overcome barriers.. support them..

This is not a one time exercise. The best vision is accompanied by a compelling set of values, that must be called upon when ambiguity and uncertainty regain the airwaves. This will happen, and it shouldn’t be a source of fear or failure. Any transformation will be tested, confronted and critiqued. That’s the price of admission for any leader guiding an organization through the choppy waters of corporate growth and change. Be ready to communicate your vision many times, in boardrooms and break rooms. See what lights up in the eyes of your workforce and what gives them pause. Subscribe to a commitment where you illuminate the walking pathways to progress while resisting the erratic drive to perfection. Resistance will wane, naturally.

A successful change management framework hinges on a compelling, shared vision. My experience at the Center of Excellence underscored this. We crafted multiple vision statements with team input, validating them through polls. This inclusive process ensured each vision resonated personally with team members. We then integrated these visions into our daily practices: discussing them in meetings, including them in email signatures, and displaying them prominently throughout the office. This approach made the vision a part of our collective identity, emphasizing its personal relevance before its public benefit. Such a strategy fosters a sense of ownership and aligns individual aspirations with organizational goals.

The more complex and uncertain the change, the more important it is to involve people. Change can only succeed through participation and not by decree from "above". This requires: - A clear vision, a purpose, a goal - A clear why - A first understandable and tangible step - Regular feedback and continuous reflection - A step-by-step approach - Celebrating successes and learning experiences - A culture of trial and error Change can only succeed if these points are made possible in a team.

Picture this: You’re trying to navigate through a foggy forest. A clear vision is your compass. Craft a vision statement that’s not just corporate jargon but a story people can connect with. Share it like you’re telling a captivating tale around a campfire. Make them see the path through the trees and feel the warmth of the destination.

Envision a workplace where everyone has a cape – yes, a metaphorical cape. Empower your team by letting them be the heroes of change. Create a culture where their voices matter, and they have a say in the script. It’s like turning your organization into a blockbuster movie, and everyone gets a role they’re excited to play.

One of the most important parts of any big business transformation is the right buy-in from the leaders in the organization. If you have the right buy-in you can make quicker decisions and feel empowered through the process. If the leaders aren't really bought it, it will reduce the risk of success tenfold.

Resistance is a good thing. You can see where your plans are bound to fail before they even get started. If you communicate a strategy early on you can vet most of these issues out but you will never avoid them entirely. I agree that ownership is important but asking for input early on helps create buy in.

In my 2020 project managing the PMO, I leaned on delegating tasks to instill a sense of ownership. Team members were entrusted with activities central to our best practices. This approach fostered commitment and personal responsibility. Alongside, we used moral motivation, effectively acknowledging each member's unique contributions. This strategy empowered the team and also cemented a culture of shared responsibility and recognition, key to our project's success.

Part of managing expectations and emotions is with regular progress reports. When I led a team for a big system implementation, we started doing company wide blogs monthly to update everyone on progress as well as weekly status reports to the executive team. This way if we missed a deadline or came into an issue, everyone was well aware before it happened.

In my 2021 PMO project, the team feared automation might cost their jobs. I tackled this by individually and collectively addressing their concerns, explaining how automation would enhance, not replace, their roles. By automating routine tasks, they could focus on analysis and generating impactful outputs. I emphasized that machines require skilled human oversight to maximize efficiency. This approach eased fears, turning apprehension into acceptance, and underscored the value of their expertise in an automated environment.

Change is an emotional rollercoaster. Picture yourself as the emotional first-aid kit. Address anxiety, frustration, and sadness head-on. It’s like being the comforting friend who says, “I get it, change is tough, but we’ve got this.” Create a positive culture where people can express their feelings without judgment – your workplace therapy session.

Think of your change management plan as a GPS, not a rigid map. Monitor the journey, and if there’s traffic or a scenic detour, adjust accordingly. It’s like taking a road trip – sometimes, the best moments happen when you go off the planned route. Be agile, be responsive, and embrace the unexpected.

Change is inevitable. We all know that but still we resist. Here is the story of “cooking frogs”.. that I read a while ago.. If you drop a frog in a boiling water, it will jump instantly and run off.. The best way to cook frogs is to - let the frog in the cold water and slowly increase the heat.. as the water warms up, it’s still cosy and comfortable. There is no resistance to jump off. Now slowly increase the heat… Change = water, frog = people. If the water is too hot or change is too fast, then people will not engage and the frog will jump off..

There is not a single organizational change that is 100% irresistible for everybody at the same time. Resistance is a completely normal and frequent phenomenon within organizational change. We all resist to change at first, that is because the main source of resistance is ignorance about the change. Comprehension is key, but that includes many levels and elements. Change will have no meaning if stakeholders are not involved in the construction of the case for change. If we can give meaning to the change and have a full detailed understanding and we communicate with mastery, you can expect resistance to give in. But hold up, you should always keep present that not everybody will go for it.