Dealing with Dealing with Resistance to ChangeResistance to Change

PARC Lasallian PARC Lasallian InstituteInstitute

Dealing with Dealing with Resistance to ChangeResistance to Change

PARC Lasallian PARC Lasallian InstituteInstitute

Dr. Carmelita I. Quebengco AFSCDr. Carmelita I. Quebengco AFSC

““There is nothing more difficult There is nothing more difficult to take in hand, to take in hand,

more perilous to conduct, more perilous to conduct, or more uncertain in its success or more uncertain in its success

than to take the lead than to take the lead in the introduction in the introduction

of a new order of things”of a new order of things”

- Niccalo Machiavelli

““The true proactive process of The true proactive process of change is not for the faint of heart or change is not for the faint of heart or

for those who are in need of for those who are in need of immediate gratificationimmediate gratification””

- Robert L. Ringel

““To the fearful, it is threatening To the fearful, it is threatening because it means that things because it means that things

may get worse. To the hopeful, may get worse. To the hopeful, it is encouraging it is encouraging

because things may get better. because things may get better. To the confident, it is inspiring To the confident, it is inspiring

because the challenges because the challenges exist to make things better”exist to make things better”

- King Whitney Jr.

Why people tend to resist change:Why people tend to resist change:

Belief that it is only a fadBelief that it is only a fad Belief that management and peers Belief that management and peers

are incompetentare incompetent Loss of authority or controlLoss of authority or control Loss of status or social standingLoss of status or social standing Perception of lack in ability to Perception of lack in ability to

learn new skillslearn new skills Feeling of change overloadFeeling of change overload

Lack of trust in managementLack of trust in management Loss of job securityLoss of job security Loss of family/personal timeLoss of family/personal time Feeling that the school is not entitled Feeling that the school is not entitled

to extra effortto extra effort

Common reasons why teachers Common reasons why teachers tend to object to change:tend to object to change:

1.1. Questions about the need for the school Questions about the need for the school and individuals to changeand individuals to change

2.2. Philosophical and practical difficulties Philosophical and practical difficulties given old beliefsgiven old beliefs

3.3. Incomplete socialization/exposure of Incomplete socialization/exposure of teachers to new practices resulting in teachers to new practices resulting in resentment when pointed outresentment when pointed out

4.4. Threats to course taught and nature Threats to course taught and nature of the jobof the job

5.5. Political concerns like equity, Political concerns like equity, ownership of changeownership of change

6.6. The emotional drain that teachers The emotional drain that teachers experience as they personalize their experience as they personalize their classroom and deal with opposition classroom and deal with opposition to their workto their work

7.7. The cumulative effects of an The cumulative effects of an increase in workload of teachersincrease in workload of teachers

8.8. Disillusion in the thought that Disillusion in the thought that change may not succeed change may not succeed or bring more problemsor bring more problems

Bridges’ Three Stages Bridges’ Three Stages of Transition of Transition 1/1/

Endings Dealing with LossAnxiety, Blame, Fear, Shock

Neutral Zone Transitional PeriodAnxiety, Confusion, Uncertainty

Beginnings Setting New GoalsIntegration, Reinventing Yourself

1/ William Bridges

Determine – who are resisting, Determine – who are resisting, why they are resisting, and howwhy they are resisting, and how

Four types of reaction to change:Four types of reaction to change:EnthusiastsEnthusiasts ObjectorsObjectorsFollowersFollowers Underground objectorsUnderground objectors

Example of a Force Field Example of a Force Field Analysis on ChangeAnalysis on Change

D e

s i

r e

d

C h

a n

g e

Drivers for Change Resisters of Change

Strong support from the President

Mistrust among administrators and employees

Incentive Program Worn out by constant change

Help from consultants/ government

Staff reluctance to use new technology

Client demands Union resisters

Government requirements Poor communication

Low resources

Steps in Managing TransitionsSteps in Managing Transitions Manage endings by building Manage endings by building

relationships with opinion leaders who relationships with opinion leaders who can help others understand the can help others understand the transition bettertransition better

Permit grievance to run its coursePermit grievance to run its course Work to develop agreement on norms Work to develop agreement on norms

and standards that govern peopleand standards that govern people Appoint, train, and charge a transition Appoint, train, and charge a transition

team to monitor progress, identify team to monitor progress, identify issues, control rumors, provide support, issues, control rumors, provide support, and listen to peopleand listen to people

General process in the General process in the management of changemanagement of change 2/2/

Sensitivity to the anxieties which Sensitivity to the anxieties which change elicitchange elicit

Reinforcement for those willing to take Reinforcement for those willing to take reasonable risksreasonable risks

Tolerance for a path of trial and errorTolerance for a path of trial and error Incentives to motivate participants to Incentives to motivate participants to

give up what may be a comfortable give up what may be a comfortable status quostatus quo

2/ Robert L. Ringel

The beginning of change is The beginning of change is always a bumpy ridealways a bumpy ride 3/3/

Things to consider:Things to consider:– Communicate often and openly Communicate often and openly

with stakeholderswith stakeholders– Meet resisters face to faceMeet resisters face to face– Point out unacceptable behavior without Point out unacceptable behavior without

resorting to attacking peopleresorting to attacking people– Keep commitments to build trust and respectKeep commitments to build trust and respect– Accept bad news; tell people candidly but Accept bad news; tell people candidly but

sensitivelysensitively– Choose people for key positions with Choose people for key positions with

developed interpersonal skillsdeveloped interpersonal skills3/ Change Management Principles, Business Performance Pty. Ltd.

Tips on overcoming resistance Tips on overcoming resistance to changeto change 4/4/

Listen openly and honestly to what Listen openly and honestly to what are being saidare being said

Allow objectionsAllow objections Ask questions and pose relevant Ask questions and pose relevant

challenges than give answerschallenges than give answers Use data to support your claimUse data to support your claim Work towards collaboration, Work towards collaboration,

not compliancenot compliance

4/ JT Waters and TD Cordell

Be open to change yourself…coach, Be open to change yourself…coach, not dictatenot dictate

Model what you preach and keep Model what you preach and keep commitmentscommitments

Use a constructivist process of Use a constructivist process of change to develop a learning change to develop a learning organizationorganization

Aspects of ChangeAspects of Change 5/5/

5/ Clive Anderson and Marianne Sheppard

CultureCulture 5/5/

Culture can be transmitted by:Culture can be transmitted by: The values of the institutionThe values of the institution The mission statementThe mission statement The criteria for evaluating and The criteria for evaluating and

rewarding performance, job rewarding performance, job progression, etc.progression, etc.

The approach to change which is The approach to change which is adoptedadopted

The way in which leaders actThe way in which leaders act

Culture Culture 5/5/

How a school can counteract the How a school can counteract the stresses and conflicts that stresses and conflicts that

serious change involveserious change involve Teach teamwork – listen, negotiate Teach teamwork – listen, negotiate

differences, build consensusdifferences, build consensus Agree on clear goals…plan backwardsAgree on clear goals…plan backwards Look for energy – common wants, what ca be Look for energy – common wants, what ca be

agreed onagreed on System of participation – follow clear protocol System of participation – follow clear protocol

of joint decision-making in which all those of joint decision-making in which all those affected will have a sayaffected will have a say

Keep symbols of stability – ex. grading Keep symbols of stability – ex. grading system, the honors class, etc.system, the honors class, etc.

Lessons from a Superintendent Lessons from a Superintendent of Schools in the U.S.of Schools in the U.S. 6/6/

When it is hard, and it will be hard, it When it is hard, and it will be hard, it doesn’t matter what you decide, doesn’t matter what you decide, you’re wrong: know what matters, you’re wrong: know what matters, what counts, what is at the corewhat counts, what is at the core

Listen to people around you, they Listen to people around you, they can keep you from falling flat on your can keep you from falling flat on your faceface

The most important thing is to The most important thing is to believe in the people we serve believe in the people we serve

6/ Nelson, N.W., June 2007

Things don’t have to be perfect to be Things don’t have to be perfect to be successfulsuccessful

When you are in the dark, things look When you are in the dark, things look better than they really arebetter than they really are

A leader is someone who gets things A leader is someone who gets things done to make it betterdone to make it better

Question:Question:

Knowing the personnel you will work Knowing the personnel you will work with and who will implement the with and who will implement the change, change, – what objections do you think will they what objections do you think will they

pose to the change/your project?pose to the change/your project?– How do you propose to address the How do you propose to address the

issues, concerns and objections raised?issues, concerns and objections raised?