Be The Catalyst for Organizational Change:

Leading Yourself & Others from Resistance to Radical Renewal.

Not only do we desire to see change in ourselves and others, but we also have to change or else we die. The only constant in life is change. The more resilient you are, the happier you will be. Stagnation and status quo reek of gangrene – a slow but sure death.  Yet, in the last post we saw that resistance to change is a natural human reaction to alterations in established ways of being; routines, processes, or environments. It can manifest in various ways, from subtle reluctance to overt opposition, and is a significant factor in the success or failure of personal growth and organizational change initiatives. Understanding the underlying causes of this resistance is crucial for effective change management.

Rest assured that the mule to the left isn’t moving despite all the sweat and swear words that are employed. All your efforts at pulling or pushing are net zero. If your M.O. is cajoling, nagging, persuading, coercing, controlling, begging, bribing, manipulating or whole list of other attempts, you are going nowhere fast.

Visualize three mules:

• Organizational
• Interpersonal
• Personal.

RESISTANCE TO CHANGE IN ORGANIZATIONS

Let’s start with the organizational level. Why isn’t the mule moving? Why the resistance? I can think of 7 reasons:

1. Fear of the Unknown: Ronald Riggio of Cutting-Edge Leadership, in an article titled
   ‘Why Are People So Resistant to Change?’ claims that change inherently brings uncertainty, leading to anxiety about potential outcomes. People often prefer the familiar, even if it’s not ideal, over an uncertain future. This fear can be particularly strong when individuals are unsure how a change will impact their job security, roles, or personal comfort zones.
2. Lack of Awareness and Understanding: People may resist change if they don’t comprehend its purpose, the reasons behind it, or its potential benefits. In an article titled, ‘Understanding Why People Resist Change,’ Tim Creasey of Prosci, a change management company, stresses the WIIFM factor – “what’s in it for me?” If the WIIFM question isn’t clearly answered, the mule’s engagement will be low. A lack of clarity about their role in the change’s success also contributes to resistance.
3. Fear of Failure/Lack of Confidence: When challenged, human beings revert to self-preservation mode. The mule digs his heels in. Sometimes individuals may doubt their ability to adapt to new processes, learn new skills, or perform effectively under new conditions. This fear of inadequacy can lead them to resist changes that they perceive as threatening their competence or requiring significant effort to re-skill. I love this ADKAR model that Prosci uses.
4. Habit and Comfort with the Status Quo: People develop routines and become comfortable with existing ways of doing things – even when it is detrimental. Breaking these habits requires incredible brain effort and can be unsettling, leading to a preference for maintaining the status quo, even if it’s less efficient. We’ve all the statement, ‘better the devil I know.’ The “moral force,” as described by psychologist Howard S. Friedman, suggests that people cling to what is familiar and comfortable, viewing it as “morally correct”. Remember our study on cognitive biases (IGNITE Personal Transformation Challenge Day 25/26/27 – Eliminate These Cognitive Biases That Trip-Up Your Sound Thinking – Further The Faith)?
5. Emotional Responses: Change can evoke strong emotional reactions, including feelings of loss, grief, frustration, and anger, especially when it disrupts established routines or perceived security. These emotional responses are natural and, if not addressed empathetically, can lead to stronger resistance. We discussed this element in this post IGNITE Personal Transformation Challenge Day 38 – Do THIS Instead of Being Afraid – Further The Faith.
6. Perceived Loss of Control, Status, or Autonomy: Changes can threaten an individual’s sense of control over their work, their position within the organization, or their autonomy in decision-making. Kriss Barlow, a consultant with Barlow/McCarthy Physician Relationship Solutions teaches that this perceived loss can lead to significant resistance. The powerful ‘lizard brain’ from Day 38 of the challenge (referenced in #5 above) must be calmed down if change is to happen.
7. Apathy: Sometimes, resistance stems from a simple unwillingness to exert the effort required to learn new procedures or adapt. Even if the outcome is desirable, individuals might feel the effort isn’t worth it.

CTA:

1. Study the ADKAR model. Where on it might you be going wrong in trying to move the mule?
2. Which cognitive bias does #4 tie in with?
3. What are your thoughts on the ‘WIIFM’ factor?
4. Have you been part of an institutional change initiative (e.g. in a school, workplace or church)? How did that go? What worked well and what didn’t?