In Chapter 8 Conner covers the next support pattern called Resistance to Change. He says people usually resist when they believe the challenges in front of them significantly differ from the capabilities that they have. This can result with a positive or a negative change.
Conner says that people can only change when they have the ability and willingness to change. To address the lack of ability one can provide training; while lack of willingness can be addressed through a combination of reward and punishment. Resistance is inevitable during change and can be expressed overtly (which is more constructive as it can be addressed) and covertly (which is often the result of low trust and inadequate participation). Resistance is best minimized by encouraging open expression of the resistance for resilient people and organizations learn and grow through the resistance.
Conner, leveraging the research of Dr. Kubler-Ross, says that there are 8 stages of resistance that people go through as they manage through a change:
Are you or your organization resisting change? If so what stage are you in? How can you build the resilience or resolve to work through the stages of resistance?
Monica Thakrar has over 18 years experience in business focused mainly on strategy, change management, leadership development, training and coaching resulting in successful implementations of large scale transformation programs.