We believe resistance to change presents an opportunity for transformation. It has the potential to make stronger, more effective individuals, departments and organizations. The transformation tools are communication, participation and education.

Communication bonds people because it promotes transparency, articulates rationale, is grounded in active listening and has the potential to galvanize energy and direct it toward the future living out of the mission.

Active listening needs to focus on the impact specific changes will have on certain people, departments or, if applicable, the organization as a whole.

Show concern for those who are having a hard time dealing with change. Imagine walking in their shoes. See what can be done within reason to help them adjust. If the change “looks like it means more work,” try to highlight that once the change is implemented, there will be things the staff can stop doing. For instance, acknowledge that using new technology may mean a sharp learning curve for some. However, results in six months will show the value of the change.

It is important to articulate the benefits of the proposed change but it is also important to explain what the costs are of not making the change. In a health care institution, for example, not making changes in how record-keeping is done could lead to increased vulnerability to patients’ health and well-being. It could leave the institution susceptible to lawsuits for negligence, staff layoffs and generally harm the reputation of the institution.

Increase regular communication during times of change. Consider including a question-and-answer column regarding the change in employee newsletters. Publicly commend individuals and teams who are implementing the change well. Proclaim the modifications to the planned change that are being made based on employee suggestions. Express gratitude to all who are making the changes work, while acknowledging that change is not easy.

Participation engages the heads and hearts of people. In a genuinely safe environment, it invites ideas, asks people to share fears or concerns and acts in such a way that people know they are heard and authentically appreciated. Participation fosters on-going evaluation of the change, is open to modifications of the change based on the experience of those involved in implementation. Participation expresses appreciation for all the efforts put forth to make the change successful and further the mission of the organization.

Education builds the individual’s, the department’s and the organization’s capacity to grow with the change, gain added skills and knowledge and implement the change so that it garners the best energy of those involved in making it happen. Education also proclaims the rationale for the change in a way that is easily understood by those affected. Education connects the anticipated change to a deeper fostering of the mission.

Yes, it is true that facilitating change involves hard work in order to produce a positive set of outcomes. However, if we view resistance as our foe, then the work will be even harder and take a longer period of time. Strange as it may seem to some, viewing resistance to change as our friend is a key ingredient in the formula for having a change process to help leaders and organizations experience growth-filled and productive results.

Maureen Gallagher, Senior Consultant
The Reid Group