Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
I like Dinah's feedback.
Sergio, Interesting Article. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
I think communication is the key for managing change effectively. It’s better to communicate with the employees about it before making the changes. My understanding is that If the employees know about the changes that are going to take place, then the resistance to change will be less. Saving Changes...
Work with the early adopters.
Small change and Quick win.
Others comments good Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Take a look to Solution Selling or SPIN Selling selling method. I am using it from years ago and I have promoted to use it in several organizations I have the opportunity to work in with all related to stakeholders. I am not a seller but it works for me. You will find the original books and papers for free into the internet.
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1 reply by Gourdon Tomes
May 15, 2018 8:53 AM
Gourdon Tomes
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Agree - SPIN is a technique beyond PROSCI. While PROSCI deals with the process of change, it doesn't get to the nub of the sale - overcoming stalls and objections - the resistance to change requires additional expertise to elevate the DESIRE (this is where the SPIN technique kicks in).
So while PROSCI is a good framework, it is just not sophisticated enough in its techniques. Until you overcome the stalls and objections - you haven't got a sale (Benefits vs Features), so the PROSCI model falls at the second hurdle and it doesn't provide enough skill to the practitioners - as a Portfolio Manager I am continually frustrated with the lack of sophistication Program Mangers and Change Managers display at being able to employ a very basic skill - the Art of the Sale! Context is everything and being able to exhibit the Art of the Sale in a Context is a sign of a real professional.
I echo all the excellent points made by others. I view resistance as engagement, just not the one that we may want.
If you are looking for useful frameworks/tools to conceptualize, manage resistance, and help others understand it. I recommend the Prosci’s ADKAR model and David Rock’s (2008) The SCARF Model. The model is built on the basic organizing principle of the brain - Threat-Reward system. The SCARF model is made up of the following five domains: Status, Certainty, Autonomy, Relatedness and Fairness. Extensive neuroscience research has shown that these domains activate the same reward circuitry as physical rewards, like money, and the same threat circuitry that physical threats, like pain, activate. The SCARF model is built on the following central ideas:
• The brain views social threats and rewards with the same intensity as physical threats and rewards.
• The capacity to make critical decisions, find solutions to complex issues, and collaborate with others is reduced by a threat response and increased under a reward response.
• The threat response is more intense and more common and often needs to be minimized in social interactions. Saving Changes...
As stated previously Change benefits must be shown & understood, the message must be clear and concise, if a process isn't broken and if Visual stream mapping can validate this then why change. If we see processes that are broken then the message will be openly accepted if there is greater benefit shown to improve than to do nothing. Saving Changes...
Jone MataitogaSite Engineer| Housing Authority of FijiSuva, Fiji
Awareness is important to any change.
The pros and cons need to be clarified and tallied and the reason for change should be very clear to all affected parties.
Common sense should prevail, with matured and transparent disclosures from all involved. Saving Changes...
Pravin KajarekarPM III| IBM India Private LimitedMumbai, Maharashtra, India
Change is the only constant. Do a pro & cons analysis and have a enterprise wide discussion. Also perform a short, middle & a long term benefit analysis. Implement the change in a gradual manner s that the organization has enough time to adjust. Saving Changes...
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