How can you overcome resistance and conflict when leading change?

Communicating the ‘why’ behind the change is key. It’s amazing how much more open people are when they feel included and understood. The only thing employees want is to part of the change and to get informed properly.

So, so important to just straight up communicate with the person! Ask them, "Hey! What's worrying you or bothering you about this change?". Do not stop asking until you get to the bottom of their resistance. There is always something deep inside that you need pull out.

Resistance is the body speaking—a chorus of muscle memory, emotional echoes, and unacknowledged narratives rising to the surface. It is not a barrier to dismiss but data to heed, revealing fears, fractured trust, or stories of identity long carried but seldom named. In my work with leaders, I emphasize the power of listening—to their own resistance and that of their teams. By creating spaces where concerns are aired, the “why” behind change is made clear, and individuals are included early in the process, resistance can transform. When people feel seen and understand their role in the shift, fear masquerading as hesitation often gives way to engagement.

First and foremost recognise that change, even when it is self initiated, comes bundled with conflict and resistance which might trip up the individual. You can imagine the degree of resistance and conflict and the risk of failure when people feel that they were not consulted, unheard and that the change is "imposed". In all the successful instances of change that I have seen, there was a degree of consultation before a change was finalised and after it was announced there was a period of time given so that people could come up and clarify their doubts about the impending change. Without open and two-way communication, change is hard and risky.

Overcoming resistance and conflict when leading change requires a combination of empathy, communication, and strategic action. Begin by understanding the root causes of resistance—often fear of the unknown or perceived threats to status or job security. Address these concerns directly by engaging in open and honest dialogues with stakeholders, providing clear information about the change and its benefits. Empower individuals by involving them in the change process, allowing them to contribute ideas and express concerns. This inclusion helps build ownership and reduce resistance. Provide adequate training and support to ease the transition, helping individuals feel competent and confident in new roles or processes.

Superar a resistência e o conflito ao liderar a mudança requer uma abordagem empática e estratégica. Primeiramente, é fundamental comunicar de forma clara e transparente os motivos e benefícios da mudança, envolvendo os membros da equipe no processo de tomada de decisão sempre que possível. Além disso, é importante criar um ambiente de confiança e segurança psicológica, onde os colaboradores se sintam confortáveis para expressar suas preocupações e contribuir com ideias. Demonstrar liderança exemplar e comprometimento pessoal com o processo de mudança é o caminho para inspirar confiança e motivação na equipe na superação de resistências e conflitos.

Overcoming resistance in change leadership hinges on a Motivational Intelligence (MQ) mindset that fosters trust and inspires a shared vision. It's not about telling; it's about engaging through potent questioning that leads to understanding. Managers may direct, but leaders with MQ catalyse innovation by asking, thus involving their teams in crafting the change narrative. Vision becomes the compass, trust the currency, as each member becomes a co-author of progress, transcending obstacles with collective resolve. Remember, to ask is to kindle curiosity; to be involved is to build the future. Managers TELL people what to do. "Tell me I will forget." Leaders ASK great questions. "Ask me involve me I will understand."

Ganz klar kommunizieren: Stelle sicher, dass Du die Gründe für die Veränderungen klar und verständlich an Deine Mitarbeiter:innen weitergibst. Erkläre den Nutzen und die Vorteile der Veränderungen für das Team und das Unternehmen. Sei transparent über den Veränderungsprozess und die Auswirkungen auf die einzelnen Teammitglieder:innen Biete den Mitarbeiter:innen die Möglichkeit, sich aktiv am Veränderungsprozess zu beteiligen. Höre auf ihre Bedenken, Ideen und Vorschläge. Indem Du ihre Meinungen und Perspektiven einbeziehst, ermöglichst Du ihnen, sich mit den Veränderungen zu identifizieren und sich als Teil des Prozesses zu fühlen. Versuche, den Widerstand der Mitarbeiter:innen zu verstehen und ihre Bedenken ernst zu nehmen.

En general las personas entienden el cambio como amenazante porque establecieron su seguridad en la certeza. El cambio trae aparejada la desagradable sensación de pérdida de control. Y eso nos cuesta mucho a las personas. Por eso es tan importante que tú, como líder, puedas acompañarlos y escuchar. Esta atención puesta en la gente que está lidiando con el cambio te permitirá entender porqué se resisten. En general las causas suelen reducirse a miedo dirigido a distintos focos: miedo a perder y miedo a perder el control. En los procesos de cambio en los que participé poder soportar la incertidumbre y el paso del tiempo resulta muy doloroso pero se alivia cuando los líderes escuchan y aceptan las resistencias dandoles a lugar.

Resistance to change is frequently a result of inadequate communication. When we neglect to communicate with our employees about the nature of the change and how it may benefit them, resistance becomes more prevalent.

Son pocas las personas que gustan de los cambios o a quienes los cambios les producen emociones tales como alegría y paz interior. Por lo general, las emociones asociadas al cambio son el miedo, la ansiedad y el enojo (que suele ser miedo disfrazado) especialmente cuando los cambios no fueron decididos sino que fueron pasivos frente al cambio. El cambio les llegó. En estos casos se profundizan estas emociones. Por eso es importante que, frente a los procesos de cambio, se profundice la comunicación y los espacios de fortalecimiento de la confianza. En general como esto no ocurre se reduce mucho el rendimiento porque la gente está especulando o alimentando el radio-pasillo y esto genera un clima de trabajo bastante poco convocante.

As a leader, it is essential to manage composure and deliver the results in the most challenging situations. Leading a change is rather a challenging process while in transition. Along with the work pressure comes a new emotional challenge from the team nearly everyday. Being mentally prepared helps ! As you proceed with different actions to create the desired change, a helpful thing to do is to keep a check on your emotions, so you don't loose track of professionalism and politeness.

Como líderes somos gestores emocionales debiendo gestionar las emociones propias y ajenas. Y fomentando las emociones expansivas del talento y reduciendo las restrictivas. Hay ciertas emociones clave que conviene impulsar ante el cambio: 1. CONFIANZA y EMPATÍA: Generar un entorno de seguridad psicológica, donde las personas puedan expresarse libremente. Y con empatía, ya que comprender las resistencias nos ayudará a ofrecer mejores soluciones y a transmitir mejor los beneficio del cambio. 2. PROPÓSITO Y CONTRIBUCIÓN: Conectar con el para qué de la transformación, inspirando un sentido de valor y una contribución trascendente. 3. ILUSIÓN: Crear una visión de futuro ilusionante y de desarrollo, transformando la amenaza en oportunidad.

Change can be daunting. Ensure that employees have the training, resources, and support they need to navigate the transition successfully. Acknowledge that change can evoke various emotions, including fear, anxiety, and resistance. Validate these emotions and express understanding, fostering an environment where employees feel heard and supported. Establish support mechanisms, such as mentorship programs, counseling services, or support groups, to help employees cope with the emotional aspects of change. Be visible and present as a leader during times of change. Demonstrating emotional intelligence and authenticity creates a positive tone, reassuring employees that their emotions are acknowledged and managed.

Change can and will trigger extreme emotions and reactions. Recent times, we have witnessed a down-sizing trend because of the global economic slowdown. Employees are being asked to leave without much considerations. This is 'Change', for the organisation as well as for the individuals. While, those who are asked to leave will leave with varied emotions, imagine what happens to those who are still in the system. Will they not feel insecure, will their morale remain high, will it not adversely affect the productivity, efficiency and organisational effectiveness !!! These are the questions that need to be answered while driving the change. It is easier said than done and therefore, needs a specialist who can guide for the better outcomes.

An important aspect is to be mindful of your own emotional state. As leaders, we may feel challenged when meeting an emotional employee. We may feel insecure as we do not know how to handle those. I found that being honest and transparent about this actually helps, too. Employees then start realising the effect of their emotions on others. And then both sides need to get focused (again) on the purpose of the change, maybe explore how both, employee and manager, can benefit - and move on!

Managing emotions during change is crucial. Create a safe space for expression of feelings and feedback, practice empathy and compassion, and demonstrate care for team well-being and success. Equally important is managing your own emotions, coping with stress, and navigating uncertainty. This approach helps maintain team performance and morale amidst change.

Para mi, un líder no debe gestionar las emociones de su equipo. Debe guiarles a comprenderlas y aceptarlas. Una emoción no es algo que venga para ser gestionado. Es un estado que viene a decirte desde dónde operas. Cuando las emociones vienen las sacamos como fuego por la boca. Si te das cuenta, eso solo sucede cuando no asumes la responsabilidad del contexto. Si asumes la responsabilidad observas que esa emoción está generada probablemente o por un pensamiento que tienes del pasado que TÚ TRAES AL PRESENTE, o por una expectativa que te generas del futuro que no se cumple bajo tu perspectiva. En ambos casos la emoción viene para que vuelvas al instante en el que puedes cambiar las cosas que es ahora.

Según mi experiencia es más fácil abordar en profundidad este tema cuando dejamos en suspensos los debería-ser-así y los estándares de comportamiento y la teoría. Lo cierto es que no es lo mismo hablar de cambios buscados que cambios que son inconsultos. Aún cuando son cambios buscados y lindos como el nacimiento de un hijo nos cuesta adaptarnos. ¡Imaginemos cuando los cambios se precipitan sin aviso! Por eso, entiendo que está bien que los líderes comprendan cómo conducir a sus equipos a través del cambio. Es el primer escalón. Pero, el segundo, es pensar cómo empezar a preparar a los equipos para dejar de ser pasivos frente al cambio. Y, en función de su rol visionario, anticipar los cambios y desarrollar las skills de su gente antes.

In my experience, conflicts of change are inevitable. And they are a sign that employees and partners care about business health and need to understand the WHY behind the change. Open communication is the key to success.

𝐌𝐀𝐍𝐀𝐆𝐄 𝐂𝐎𝐍𝐅𝐋𝐈𝐂𝐓𝐒 𝐂𝐎𝐍𝐒𝐓𝐑𝐔𝐂𝐓𝐈𝐕𝐄𝐋𝐘. Address conflicts that arise during the change process promptly and constructively. Encourage parties to express their perspectives and interests and facilitate dialogue to find mutually beneficial solutions.

Change and Conflicts go hand in hand. It's like a pressure cooker situation ! Therefore, the leadership should create an atmosphere of trust, openness and transparency. Handling the conflicts in a delicate way is essential and therefore, each business unit must identify the 'Influencers'; who are popular among peers, who are approachable, who give a patient hearing and who have the maturity to deal with conflicts (not necessarily managers!). Most of the issues gets resolved when the other person is ready to listen. Patient and Active Listening is the key here. Then create an escalation matrix to resolve any pending issues 'In-House'. Create a plan and execute it through continuous monitoring and escalation system.

To resolve conflicts arising from change, cultivate a collaborative and respectful environment where diverse opinions are valued. Utilize effective communication and negotiation to seek win-win outcomes that resonate with the change objectives. Addressing personal and interpersonal issues swiftly is crucial to prevent them from obstructing the change process. This approach not only mitigates conflict but also strengthens the team's cohesion and commitment to the change initiative.

To resolve conflicts arising from change, consider these approaches: Foster a culture of collaboration and respect: Encourage an environment where individuals can express their views and actively listen to one another. Communicate effectively: Practice open and clear communication, addressing misunderstandings and establishing mutual understanding within the team. Seek win-win solutions: Negotiate solutions that align with the goals and values of the change, satisfying the concerns of all parties involved. Address personal or interpersonal issues: Identify and mitigate any personal or relational issues that may hinder the change process, promoting harmony within the team.

Majority of conflicts during change happen mostly for two reasons: 1. Benefits of change not easily visible 2. Change transition process not well defined or clearly articulated, causing confusion & uncertainty in the stakeholders It is incumbent on leaders to drive change, to ensure that all those affected by the change, directly or indirectly, clearly understand the WHY and the HOW, so the transition can proceed smoothly with minimal resistance.

𝐎𝐩𝐞𝐧 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Foster a transparent dialogue where employees can express their concerns and feel heard, addressing fears and misconceptions directly. 𝐈𝐧𝐯𝐨𝐥𝐯𝐞 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐫𝐨𝐜𝐞𝐬𝐬: Engage team members in planning and decision-making to give them a sense of ownership and control over the change. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐒𝐮𝐩𝐩𝐨𝐫𝐭 𝐚𝐧𝐝 𝐓𝐫𝐚𝐢𝐧𝐢𝐧𝐠: Offer resources, training, and support to help employees adapt to new processes and technologies, reducing uncertainty and anxiety. 𝐌𝐞𝐝𝐢𝐚𝐭𝐞 𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭𝐬: Act as a mediator to resolve disputes, ensuring fair and constructive conversations that focus on finding mutually beneficial solutions.

Also, 𝐈𝐍𝐕𝐎𝐋𝐕𝐄 𝐒𝐓𝐀𝐊𝐄𝐇𝐎𝐋𝐃𝐄𝐑𝐒. Involve key stakeholders in the change process from the beginning. Seek their input, address their concerns, and involve them in decision-making whenever possible. When people feel included, they are more likely to support the change.

In our world, change is the only constant now. In general, people don’t like change especially when they don’t understand it or feel that we are hiding things from them. Communication is key. Being as transparent as possible too. While most people do t like change, Lean on people who embrace change more easily than others. They can positively influence others and help you understand the reason behind the resistance to change

Engaging change champions involves identifying and recruiting individuals who support and advocate for the change. Leverage their influence and abilities to inspire others and navigate challenges. Empower them in decision-making and implementation processes, recognizing their contributions. This strategy harnesses their enthusiasm and leadership, facilitating a smoother transition and bolstering change efforts across the organization.

Start by clearly communicating the vision and purpose behind the change. Engage your team early, addressing their concerns, and actively listening to their feedback to build trust. Encourage involvement by giving team members specific roles or responsibilities in the change process, empowering them to feel part of the solution. Acknowledge and validate emotions; change can be challenging, and showing empathy helps ease fears. Finally, celebrate small wins to show progress, reinforcing a positive mindset and fostering momentum toward the ultimate goal.

Effektives Change Management erfordert eine Führung, die Vielfalt und Inklusion aktiv fördert. Dies bedeutet, unterschiedliche Perspektiven und Erfahrungen einzubeziehen und einen Raum zu schaffen, in dem alle Stimmen gehört werden. So kann der Wandel nicht nur effektiver, sondern auch nachhaltiger gestaltet werden.

Si empiezas por los que ya están en el proceso de forma proactiva, dividirás el esfuerzo o mejor dicho, multiplicarás el resultado del esfuerzo. Para poner un ejemplo: Si una persona se resiste al cambio y su nivel de consciencia es -10, tendrás que hacer un esfuerzo titánico en convencer a uno. Si en el mismo contexto tienes a personas en proceso de cambio con un nivel de consciencia de +5, de manera orgánica se irá generando un contexto de confianza y progreso que influirá indiscutiblemente en el nivel de consciencia y la mentalidad de la persona reacia al cambio. Eso hará que, manteniendo el respeto por su proceso, el contexto genere un impacto significativo en su consciencia y mentalidad.

Depending on their approach to change, people can be loosely categorised as: 1. The Anti – not in favour, don’t see the need to change, will avoid 2. The Comsi Comsa – so-so, neither for nor against, will go with the flow, susceptible to influence by either those against change or by those for change 3. The Pro – totally in favour, eager & willing to make it happen From the Pros emerge the army of ‘Champions of Change’, an army identified, set up and groomed by the leader for the sole purpose of driving change to its logical conclusion, in a manner that is acceptable, effective & efficient.

Veränderungsprozesse bieten hervorragende Möglichkeiten, die berufliche Entwicklung der Mitarbeiter zu fördern. Führungskräfte sollten gezielte Entwicklungspläne erstellen, die auf den Veränderungen basieren, und Schulungen sowie Weiterbildungsmöglichkeiten anbieten. Fragen Sie sich: „Wie kann ich diese Veränderung nutzen, um die Fähigkeiten und Kenntnisse meines Teams zu erweitern?“ Ein Beispiel: Implementieren Sie Mentoring-Programme, um den Wissensaustausch während der Veränderung zu fördern.

Be prepared to adjust your approach based on feedback and the realities on the ground. Find and nurture change champions within the organization who can advocate for the change and influence their peers. Leaders need to be agile in responding to the dynamics of change. The ability to pivot and adapt strategies based on real-time feedback and evolving circumstances is a hallmark of effective change leadership. Change often involves a learning curve. Leaders and teams should approach change as an opportunity for continuous learning and improvement, fostering a culture of adaptability and innovation. Identify and celebrate early the quick wins to build momentum. Positive reinforcement motivates teams to stay committed to the change journey.

One effective way to overcome resistance and conflict when leading change is to foster open communication within the team or organization. Encourage all stakeholders to express their concerns, questions, and ideas openly and transparently. Actively listen to their perspectives and address any misconceptions or fears they may have about the change. By creating a culture of open communication, you can build trust, reduce uncertainty, and increase buy-in for the change initiatives, ultimately mitigating resistance and conflict.

"La vie est un mouvement, plus il y a vie, plus il y a flexibilité ; plus vous êtes fluide, plus vous êtes vivant" d'Arnaud Desjardins

𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡: Stay adaptable and be willing to adjust plans based on feedback and evolving circumstances, demonstrating responsiveness to the team’s needs. 𝐌𝐨𝐧𝐢𝐭𝐨𝐫 𝐏𝐫𝐨𝐠𝐫𝐞𝐬𝐬: Continuously track the progress of change initiatives, using metrics and feedback to identify areas needing adjustment. 𝐄𝐦𝐩𝐨𝐰𝐞𝐫 𝐋𝐞𝐚𝐝𝐞𝐫𝐬: Equip managers and team leaders with the tools and authority to address issues and support their teams through the transition. 𝐂𝐞𝐥𝐞𝐛𝐫𝐚𝐭𝐞 𝐌𝐢𝐥𝐞𝐬𝐭𝐨𝐧𝐞𝐬: Recognise and celebrate small wins and milestones to maintain momentum and morale, reinforcing positive progress.

Quando viramos mãe ou pai entendemos na carne a questão de liderar pelo exemplo, pois essa é a melhor forma de qualquer ser humano aprender. Faça o que eu digo mas não faça o que eu faço, ficou no passado a muito tempo. A MUDANÇA que inicia na liderança tende a ser mais aceita e seguida de forma mais orgânica dentro das organizações, pois os liderados entendem que devem seguir o líder e que aquilo realmente fará a diferença.

𝐋𝐄𝐀𝐃 𝐁𝐘 𝐄𝐗𝐀𝐌𝐏𝐋𝐄. Demonstrate commitment to the change by modeling the desired behaviors and mindset. Leaders who embody the change they seek are more likely to inspire others to follow suit.

Three key scientific perspectives that explains 'lead by example', especially while leading a change, are: 1. human brains are wired to resist the change as it forces them to develop new pathways in their brain 2. human brain mirror emotions unconsciously 3. human brains are closely connected to the retina of eyes, that makes the visual impact more powerful than verbal instructions.

Children do not learn by simply reading books or listening to instructions; they learn by observing their parents' actions. This principle is applicable in any leadership role where followers look up to their leader for guidance. The most effective way to promote good habits is by leading by example and encouraging the team to follow suit.

COHERENCIA Aplicarse el cuento es vital y siempre, siempre, siempre, debes ser la persona que de ejemplo de progreso. El líder tiene un papel fundamental en el sistema. Cualquier falta de responsabilidad personal se verá reflejada en el sistema multiplicada en todas las dimensiones. Como líder es tu responsabilidad ser el referente de cultura y coherencia.

In armed forces there is a saying; "When the Going Gets Tough, Tough Gets Going". As a leader, one of the most important job is to lead by own example. A leader is always seen, monitored and emulated by the employees, especially more so, during tumultuous times of change. And therefore, reflection of the leadership characteristics through One's actions can not be overemphasized. Practical Tip - Frequently being present with the team (physically) and frequent breaks with them will make the change easier for the employees (the essence is, spending time with them).

Involve key stakeholders in the change process by seeking their input, involvement, and participation. When individuals feel included in decision-making and have a sense of ownership over the change, they are more likely to support it. Anticipate potential areas of resistance and address them proactively. Provide resources, training, and support to help individuals adapt to the change and overcome any challenges they may face. Identify influential individuals within the organization who can champion the change and help sway others' opinions. Build a coalition of support by enlisting leaders and influencers who can advocate for the change and address resistance from their respective teams.

Lead by example because: 1. Charity begins at home 2. Monkey see, monkey do, your people follow you (their leader) 3. Makes you a good role model 4. Indicates that you believe change is good 5. Validates every talk you gave your team on the importance of change and projects you as a leader who ‘walks the talk’ "Be the change you wish to see in the world" - Mahatma Gandhi

Change leadership transcends personal example. It involves fostering an environment where every team member feels empowered to contribute ideas and take initiative. Leaders should facilitate collaboration, encourage diverse perspectives, and ensure that everyone’s voice is heard. This collective approach not only distributes responsibility but also instills a sense of ownership and commitment to the change across the organization.

𝐒𝐄𝐄𝐊 𝐅𝐄𝐄𝐃𝐁𝐀𝐂𝐊 𝐀𝐍𝐃 𝐈𝐓𝐄𝐑𝐀𝐓𝐄. Continuously solicit feedback from stakeholders and monitor the progress of the change initiative. Use feedback to adjust as needed and ensure the change remains aligned with organizational goals.

Ways to overcome resistance and conflict when leading change, can be accomplished by adopting an approach of COMMUNICATE-CODESIGN-CELEBRATE: • COMMUNICATE: Communicate the “benefits and what” behind the change and focus on building their aptitude to embrace change. Educate and communicate people about change. • COLLABORATE: Involve employees in the change management plan by co-designing solutions, thus building a strong belief system together. • CELEBRATE: Celebrate by implementing changes phase-wise with strong conviction, adopting a facilitator mode, building resilience and committing oneself to channelize their energy for achieving the vision.

Resistance is worse when leaders declare change, rather than planning change collaboratively with bottom-up input. Years ago, a CEO said to his full workforce, "As you know, we're in a recession. Some of our customers have had to pull back their spending. We want to avoid layoffs. But to do this, we need to shave expenses by $x. Whatever your role, you probably see ways we can save money. I'm looking for ideas from all of you." Employees throughout the company worked together to identify and enact change. They understood the "why" of the change, felt ownership in the "how," and acted quickly. People want a voice in the decisions that affect them. Giving them a say can prevent or reduce resistance.

Force Field Analysis is a crucial tool in change management as it helps identify the forces that support or resist a proposed change. By mapping out these forces, organizations can better understand the dynamics at play and develop strategies to strengthen the supporting factors while mitigating the resisting ones. This balanced approach not only increases the likelihood of successful implementation but also ensures that all stakeholders' concerns are addressed, fostering a more inclusive and effective change process.

By following these additional steps and actively working to overcome resistance and conflict, we can lead change effectively: 1. Communicate effectively: Clearly communicate the reasons for the change and the benefits it will bring to the organization and its stakeholders. 2. Provide support: Provide support and resources to help team members navigate the change and adjust to new processes and systems. 3. Celebrate success: Celebrate the successes and achievements of team members during the change process to build morale and motivation.

Ein wichtiger Aspekt beim Führen von Veränderungen ist die Entwicklung von Resilienz und Anpassungsfähigkeit. Es ist wesentlich, dass Führungskräfte die Bedeutung der Veränderung auf individueller Ebene kommunizieren und erkennen, dass jedes Teammitglied Veränderungen anders verarbeitet. Eine empathische Herangehensweise, die diese individuellen Unterschiede berücksichtigt, kann den Veränderungsprozess wesentlich unterstützen. Als Führungskraft ist es entscheidend, nicht nur das Team durch den Wandel zu führen, sondern auch sich selbst kontinuierlich anzupassen und aus den Erfahrungen zu lernen.

Overcoming resistance and conflict when leading change requires a combination of effective communication, training and support, and empathetic leadership. Here are some strategies to help navigate resistance and conflict during times of change: - Communicate the 'Why', foster open communication, and provide opportunities for input. - Lead by example and empower other stakeholders who can champion the change. - Provide training and support to help employees develop the skills and knowledge needed to adapt. Celebrate small wins. - Stay flexible and adaptive. Manage resistance proactively.

En la gestión del cambio encuentro fundamental según mi experiencia: que los líderes actúen como modelo o referente del cambio. que la comunicación sea fluida y lateral y verticalmente ascendente y descendente. que la confianza se ponga de manifiesto explícitamente. que se explique el para-qué del cambio y que se cambie de a poco, paulatinamente; a lo romano; que por más que lo nuevo venga a conquistar que también se mantenga parte de la cultura previa. De lo contrario es demasiado devastador. Construir sobre lo que sirvió puede ser una estrategia para la resistencia de la cultura al cambio que seguramente hoy se necesita pero conservando lo que hizo grande a la organización.

Zu viele gleichzeitige Veränderungen können zu Überlastung und Widerstand führen. Führungskräfte müssen sicherstellen, dass Veränderungen in einem für die Mitarbeiter handhabbaren Tempo eingeführt werden. Eine klare Priorisierung und schrittweise Implementierung sind hierbei entscheidend. Ein Praxisbeispiel: Entwickeln Sie eine Prioritätenliste und setzen Sie Veränderungen in Phasen um, um Überlastung zu vermeiden und sicherzustellen, dass jede Veränderung erfolgreich umgesetzt wird. Durch intensive Kommunikation können Sie den "Puls" ihrer Mitarbeitenden messen und rechtzeitig agieren, statt zu reagieren wenn die Überlastung schon eingetroffen ist.

Overcoming resistance and conflict when leading change involves clear communication of the vision and involving key stakeholders in the process. Addressing concerns and providing support through training and resources can help ease the transition. Highlighting the positive outcomes and leading by example are crucial for demonstrating commitment to the change. Patience is essential, as change takes time, and understanding this can help manage resistance effectively.