Que faites-vous si votre organisation se heurte à une résistance lors de la mise en œuvre de changements innovants ?

Understanding resistance to change in organizations starts with empathy. Like a woodpecker's steady progress, change must be gradual. Engage teams, communicate the 'why' behind shifts, and practice Radical Candor—be direct yet caring. Resistance often stems from fear or misunderstanding. Address it by creating trust and valuing feedback.

Managing change requires grasping the resistance which typically stems from apprehension of unknown factors. To quell this, transparency and involvement are key. Offering a detailed explanation of the change, its reasoning, and predicted results can simplify and unravel the process, dwindling doubts. Maintaining communication with all parties and acknowledging minor victories cultivates feelings of inclusiveness and worth. These measures turn opposition into backing, encouraging doubters to become active advocates for change. By tackling issues and applauding advancements, we convert trials into prospects for enhancement and creativity, laying the groundwork for prosperous alterations.

Start by clearly communicating the benefits of the proposed change to all stakeholders. Involve employees in the process by seeking their input and addressing their concerns openly and transparently. Provide necessary training and support to help everyone adapt to the new ways of working. Along the journey, celebrate small wins and milestones to show progress and keep morale high. Be willing to adjust your approach based on feedback and insights gathered along the way. Finally, lead by example, demonstrating your commitment to the change and inspiring confidence in others to follow suit. By following these steps and maintaining open communication, you can overcome resistance and successfully implement innovative change within your org.

We all go through feelings similar to the stages of grief published as the Kubler-Ross curve when faced with a large unexpected change. Normalizing that and showing someone where he/she may be in the process can help people accept the change and leverage self-awareness to help move through the process if only from anticipating the next emotion.

The significance of clear and transparent communication cannot be overemphasized, when you are trying to overcome resistance to innovative change. Among other things, the communication should clearly explain the connection between the innovative change and the larger vision and strategy being pursued. When employees understand and accept the "why," it's easier for them to embrace change. To help with the task of communicating for change, the leader who is championing the innovative change should consider enlisting "change champions" across the organization who will help spread the message of change. Sometimes, employees find it more convincing when the message is coming from their peers and opposed to their leaders.

There is nothing called as "over communication"! Communicate openly Communicate frequently Communicate truth Communicate facts Communicate benefits Communicate willingness to listen and adapt

You will hear a lot of change practitioners talk about over communication and change stories. But sending emails, or asking leaders to talk about it is not communication. If you use this tactic, you will not address resistance because the target user is reading 20 other such emails and listening to 10 other change talks. The right way to communicate is the "just for me, just in time, just enough" approach. Assess the change, map the process changes, hear the leaders but above all understand the target users, their expectations, and their pain points. Then use that knowledge to devise a change strategy that is tailor made for the target user, deployed just when they need it, and which includes just enough information to not overwhelm them.

A colleague used to share with me the 12 rules of communication - they included repeating, keeping the message simple, using different channels to communicate (embrace our different learning and communication styles) - and repeating. Do not assume your message has been received or understood - not every email is read, message absorb or videos assimilated. Each day everyone has different capacity and ability to absorb new information especially when it is taking you into the unknown - into change - the unfamiliar. Use different channels, written, visual, audio - and repeat. Engage in small discussions, allow space and time for questions and curiosity to open doors of acceptance.

Be flexible with your change story. In the beginning of the change management process, you may have anticipated certain employee concerns and benefits of the change. With time, as the transformation progresses, you may hear different concerns or learn of different benefits to share. Be flexible and open to making changes, similarly to how you're asking others to be open to changes.

If your change is cultural - requiring people to show up in new ways or abandon old behaviors, it's unfair to assume people will know what to do without upskilling them. This is especially true for leaders and people managers, who are often being asked to model a way of being they haven't ever done or seen in action. Whether executives, managers, or staff who are executing the change, training, practice, and feedback are important to make change possible and accessible to team members already struggling with their own roles, goals, and work load.

Change management is crucial and equally important is to identify who is impacted and provide a deep coverage on what’s changing and the “would be” way of working thru the change. Successful change management calls for transparency, honest communication, extensive coverage and risk mitigation in case of any unanticipated consequences and should include the core management, facilitators, HR, corp communications and legal as everyone is an important part of this process.

Supporting those impacted by change is crucial. Consider training sessions, resource allocation, or mentorship programs. When employees have the right tools and knowledge, they’re more likely to embrace change. Acknowledge that adapting to new ways can be challenging, and reassure them that a support system will be in place during the transition period.

Management needs to have more empathy when they are implementing change. Telling employees to just deal with is not helpful especially if it is an entire restructuring. If you want talent to stay in your organization, you need to give them support. Not giving support will send the message you really don’t care how they feel.

Acknowledge that changing behaviors is hard and takes practice and that the team is capable of figuring out how to do it. When I am supporting a change, I talk to people about the times they reverted to the old way. What were the circumstances? What can we do to change those circumstances? Change has a ripple effect and often requires adaptation in many areas of our lives. Think about it. If you want to add a new workout to your routine, you're also might need to change your route home, what you take to work in the morning, what you eat for lunch, when you choose to go grocery shopping. Don't ask your people to muscle through. Ask what else they will need to change and support that, too.

Ahoy, mates! 🏴☠️ When the winds of change blow against us like a tempest, it's time to rally our champions to steer the ship! Seek out those hearty souls among us who embrace innovation like a treasure trove waiting to be plundered. These be the champions who'll hoist the flag of change high, showing their shipmates the riches that lie beyond the horizon. With their hearty endorsements and bold examples, they'll inspire others to join the crew on this daring voyage toward progress. So, empower these champions to lead the charge, and together, we'll navigate through any resistance and set sail toward new horizons! ⚓️

Discovering and training change champions is pivotal in effective change management. The initial step involves identifying potential champions during the discovery phase, engaging in workshops, town hall discussions, and one-on-one meetings. Once identified, co-creating playbooks and implementing robust communication plans is crucial. Continuous follow-up helps refine the process and address any gaps, with change champions playing a central role. Prioritizing this aspect ensures smooth implementation of organizational change.

Build a strong leadership coalition because it is crucial to have a competent and committed leadership team to communicate the vision, break down resistance and drive change.

The champions you need are the ones who will resist the most. Have lunch with them. Find out what's really bothering them. Ask them for solutions. Ask them to communicate the change. Recognize their influence!

Each and every project or task there must be a project champion that always skilled and have necessary skills in understanding the set objectives to train and equipment the team

Reinforcing the value of new initiatives is key to sustainable change. Celebrating quick wins and milestones not only boosts morale but also solidifies the change’s legitimacy. Visible success stories can transform doubt into support, fostering a progressive environment where change is not just implemented but embraced. Continuous reinforcement post-implementation ensures the change is not a passing phase but a lasting evolution in the organization’s journey.

Offer incentives or rewards for individuals or teams that actively support and contribute to the success of the change initiative.

Helping team members understand where the change will go is important - but be careful to not sugar coat and lure people to accept and thus create a barrier to diverse and different opinions to be heard. Change is not static, it is about adapting and adjusting as we go along - its about learning and being curious. So yes of course, highlight the benefits but do not ignore the risks, the potential losses and allow for resisters to be heard and their opinions listened to - they will add value. Do not be a dictator even if you have some supporters who think you are great... keep humility and learning and adaptation a part of your daily presence.

Develop case studies or testimonials from early adopters who have seen positive results from the change. Share these stories in company meetings, internal newsletters, or on the intranet to create a narrative of success.

Highlight the benefits of the innovative change regularly to remind employees of the positive impact it will have on their work, the organization, and its stakeholders. Showcase early wins, testimonials, and quantifiable results to demonstrate progress and build confidence in the change process.

This is a familiar challenge. In summary, data doesn’t lie. 1. Clarify organization objectives; Get sign off from leadership 2. Determine the key metrics that align with that goal; Get sign off from leadership; Start collecting supporting data 3. Provide periodic reports to leadership with mitigation plans for any issues clearly outlined 4. For each objective achieved, present success factors with supporting testimonials, evidence and data. 5. Have a meeting with Sr Team members and Leadership to reinforce the benefits of the changes made

Use project management tools and regular check-ins to monitor progress and gather feedback. This enables a dynamic approach to managing resistance, allowing for timely adjustments and interventions.

Use metrics to understand feedback Use regular check-ins and stand ups to assess progress and pinch points Understand the change curve and where people are on this to assess how they might be feeling and what challenges to expect. Re communicate with the organisation and outline successes. Re-assess stakeholder engagement to try and understand resistance The use of project management tools can also help to show an overview of the project.

Establish metrics and KPIs to track the progress of the change initiative and evaluate its effectiveness. Regularly review performance data, gather feedback, and make adjustments as needed to ensure alignment with strategic goals and objectives. Celebrate milestones and recognize contributions to sustain motivation and momentum.

If a pirate had done my research and had written my dissertation, he would probably say: Ahoy, 🏴☠️ ye've hit the nail on the head, matey! In the vast sea of resistance, seek out those hearty souls who already fly the flag of change high! These be yer allies, the ones who see the promise of adventure in uncharted waters. Rally 'round them, share tales of the bounty that awaits, and together, we'll chart a course toward innovation and fortune! ⚓️ With these stalwart allies by our side, no storm of resistance can stand in our way. Onward, me hearties, to victory on the high seas of change!

Listen to the resisters: change is not static, it is about learning, adjusting and adapting. There are even times of failure and that is fine, learn, engage and adjust. If you just set your course and only engage and celebrate those that support you and close your ears to the resisters - if you focus on the benefits and not the risks or losses - if you dont have channels for new ideas, diverse opinions, questions that challenge - your change will most likely not succeed. Keep channels open to adapt and adjust.

Resistance is normal. To oppose, too. Those who are implementing change resist in a certain way, too. They resist to stay in the established system. If you like change and believe it’s relevant, please understand where you are change resistant. It might be about getting older. It could be about relocating. Your children might give you a hard time, and you might cheer the great days when a child was three years old and exploring the world. Would you really like to freeze the time? Would you like to be immortal? Such fundamental questions may guide you to the best way of dealing with change resistance and the forces behind. I have never met a person being change resistant. But I met large cohorts of people who felt ignored and abused

Resistance occurs with most changes. Within the pockets of resistance that may exist lies the opportunities for context, engagement, feedback &, if managed correctly, the chance to transform resistors into advocates. It is critical that those who resist are not stereotyped automatically as troublemakers. Sometimes the "why" behind the resistance offers valid perspectives that Change agents may not have considered. This is why creating avenues for open feedback & actively listening to the reasons for resistance are important. While there are a few who push back against change simply because they can, others resist change for reasons that resonate as valid to them. That is why their point of view should be ventilated.

To be honest, resistance is going to appear always in front of change. People are reluctant to move from the place where they are and the most important to succeed is guidance, transparent communication and put emphasis on company culture. If we want to bring the organisation to a more innovative one, you need to act from the company culture, including initiatives in your agenda that reinforce and reward innovative behaviour. People will gradually transit to that culture adapting and shifting their minds.