Resistance to Change

What has your personal experience been with dealing with very strong resistors to a major change in your organization (if any)?

As you'll understand reading my commentary, the bulk of my career experience is working within other companies to earn business as an outside vendor. I consider myself a decentralized employee. I have limited interaction with the company that employs me, and the vast majority of my experiences are within various hospitals scattered across the country. For this reason, within my organization, I have not been around very strong resistors to significant changes. However, I implement change within the hospitals I serve, so I have a lot of ideas to share.

Do you agree with John Kotter’s position to get them out of the way?

I find it difficult to argue with four decades of research from a pioneer of change management. That stated, getting change resistors "out of the way, no matter who they are" cannot be "the only solution." While we create models to streamline processes, we must be careful when we treat anything as a universal rule. The fact is a massive tobacco conglomerate will run differently than a small coffee shop. What works for one organization does not inherently work for the other. Kotter's position to get resistors out of the way probably worked for every company who paid him to consult. But the data pool he worked with wasn't infinite, and it was perhaps more finite than we give credit.

The execution of moving change resistors out of the way, in some cases, will rely on thoughtful, emotional intelligence. Specifically, ensure that the change resistor doesn't turn into a direct adversary- the individual who Kotter said would do "mischief behind your back."

There is a balance between understanding the importance of going around someone and knowing how to do so tactfully. Getting the change resistor out of the way will not work in all situations.

In an organizational setting, how might you actually achieve getting them out of the way?

I will not get them out of the way- I will walk with them. In practice, I would care enough to listen to the reasons for the resistance. The individual I am addressing must not view me as a threat. They must understand that I am there to hear them and figure out a solution for them. The entire approach must focus on the individual. Then, we convert that individual into a change advocate and encourage them to share their enthusiasm with a group they have influence over.

How might you deal with very senior leaders who are also the very strong resistors to change?

Initially, you would communicate with "very senior leaders" the same way you'd speak to an employee working in the trenches. Just because an individual has a different job title doesn't mean that they don't need to feel emotionally safe during a time of change. Once we establish emotional safety with the change resistor, we may approach from an individualized strategic position to discuss the logic around the change.

I've implemented medical device technologies in hospital systems across the country for the past decade. There are always many stakeholders to consider and several who have a say in the decision-making process. I attribute my successes to making everyone feel a part of the change process. Whether it be a department director, supply chain manager, chief of surgery, individual surgeons, nurses, technicians, residents, or even custodial workers- everyone who acknowledges me gets to see and ask me questions about the device coming into their hospital.

After calming the collective amygdala down, it is then time to ask targetted questions to the various stakeholders. The advantage I have within my industry is a wealth of experience. I can anticipate each job title's common questions and concerns. Transversely, I'm at a disadvantage in answering this prompt as the micro details matter. The specific industry and organization make it difficult to address this hypothetical scenario. In a general sense, I would spend a lot of time considering what might be most important to the specific "very senior leaders." Some of those priorities could include: short-term expenses vs. long-term cost-savings; what would the losses be in one year, five years, ten years if we do not implement the change; are there short-term pressures associated with the stock price? After considering the specific concerns the individual might have, I would tailor my question asking and conversation accordingly.

What can leaders actually do to gain stakeholder support for major organizational change?

“Uncover” the root fear of the change. How do we learn the real reasons why they resist change? You earn their trust, and you provide them a safe space to be vulnerable and provide transparent feedback. Share with them that your intention, sincerely, is to make everyone a part of the change process. You seek insights to bring up the chain to avoid the feeling that instruction is coming down on employees in the trenches. Building trust with your audience will go a long way in getting them to open up. Once they trust you, the hope is that they want to help you succeed, which of course, helps them succeed.

Example approach:

"I'm in the middle of this situation here where some folks want to drive the change, and others aren't keen on it. I see the benefits of the change. However, I can't pretend to understand how it affects everyone across the company. Could you help me understand your concerns better so that I may share your voice with others?"

Since most folks will not initially share their deepest fears, we must ask a second time. I would repeat their shared objection, demonstrating active listening. Additionally, I would let them know their objection will be discussed in the upcoming change meeting. But then I would ask, "Are you sure that is your only objection? I want your voice heard because I imagine others may be thinking the same thoughts if you're thinking this. I hope to capture their voices too."

After obtaining the information, I would strategize how to use it before reapproaching the change resistors. I would want these individuals to feel like they "won" after conversing with me and that they won a second time when I come back to see them again. The motivation is to walk with them and mitigate the risk of mischievous change resistors- something I've witnessed in my industry when other sales reps attempt to get a stakeholder "out of the way."

What has been your observation in organizations where resistance is managed most effectively?

I understand that my career experiences are unique in that much of the work I do is outside of my organization. Within the hospitals I serve, I recognize that specific elements lend to minimizing change resistance. Those elements are establishing a safe environment to discuss a proposed change; demonstrating a sincere interest in uncovering individuals' feelings around a change; multiple check-ins with the various stakeholder providing change updates; and when socially appropriate, showing passion for the opportunities the change will give the hospital.

As you review the three videos and consider your own knowledge and experience what will be your strategy for dealing with change resistors as you move forward in your career?

Reviewing the three videos helped reinforce and enhance my current understanding of approaching change. Heather Stagl ended her Ted Talk by sharing, "stop seeing resistance as something to overcome, but rather, something to uncover." This is positive reinforcement for the work I've conducted over the past decade. John Kotter, albeit not the intention of his interview, helped me to remember that we cannot make universal rules. Models work for most situations- that's why they are shared in academic settings. However, it is not a silver bullet for every scenario. And our final video will help me refine my strategy with change resistors in the future.

Something that I hadn't considered before this class was that a medical device sales rep is a change leader. Before watching the final video, the "leader" title hadn't resonated with me. While encouraging openness, showing passion, and attempting to be persuasive were all included within my work, it was never through the lens of being a "leader." It might only be nuance, but being in the headspace of a leader at (insert hospital) motivates me to work harder.

Submitted 2/9/22