What do you do if your organization is resistant to change and innovation?

Treat it like rejuvenating a garden that's gotten a bit too comfy with its weeds. Start by understanding why there's resistance—fear, comfort with the current state, or something else? Open up discussions to demystify change, using success stories to make it more approachable. Introduce change through small, manageable projects akin to testing which plants thrive best in your garden. Celebrate progress to nurture a culture of change. Empathically address skeptics, acknowledging their concerns while encouraging new perspectives. Involve everyone in this process, making them feel part of something exciting. By fostering a collaborative environment, you're planting seeds for change.

Para aquellos a los que les gusta la innovación y el cambio es bastante frecuente que se encuentren que a no todo el mundo le gusta y está dispuesto a seguir su ritmo. Desde mi punto de vista lo primero es saber a qué se debe la resistencia. En ocasiones es comodidad, en otras conformismo, también está el miedo a fallar y, por supuesto, el agotamiento por múltiples cambios anteriores. Tampoco falta quien no cree que ese cambio sea necesario o adecuado. En función de donde esté la resistencia habrá que actuar de una u otra forma.

If your organization is resistant to change and innovation: Communicate the benefits of change clearly, focusing on how it aligns with organizational goals. Foster a culture of openness and transparency, encouraging feedback and idea-sharing. Lead by example, demonstrating a willingness to embrace change and innovate. Provide training and support to help employees adapt to new technologies or processes. Start with small, incremental changes to build momentum and overcome resistance gradually. Celebrate successes and recognize individuals or teams who embrace change and contribute to innovation. Seek input from employees at all levels to ensure their concerns and ideas are addressed in the change process. Be patient and persistent.

If your organization is resistant to change and innovation, it's important to identify where this resistance is coming from. You can start by observing behaviors and listening to what people are saying. Look for patterns such as reluctance to try new things, complaints about current processes, or fear of the unknown. Additionally, you can directly ask employees about their concerns and opinions regarding potential changes. Understanding the sources of resistance, whether it's fear of job security, lack of understanding about the proposed changes, or distrust in leadership, will help you address these issues effectively and tailor your approach to overcoming resistance.

Abrir conversaciones sobre el cambio en distintos niveles y grupos de la organización, más allá de las jerarquias a cargo del "poder formal" apoyado en una activa escucha le permitirá identificar, a las personas y los aspectos que producen resistencia al cambio.

Para que se de el cambio tenemos que tener en cuenta la fórmula del mismo: I x V + A + S > R La I es insatisfacción (también puede ser miedo) V = Visión de cómo quedaré tras el cambio A = Acciones iniciales para comenzar el cambio S = Soporte R = Resistencia Siempre va a haber resistencia al cambio, por ello la suma de la Insatisfacción(si estoy contento, ¿para qué voy a cambiar?) Visión del resultado (en los anuncios de adelgazamiento o entrenamiento deportivo ponen el antes y el después) La facilidad o dificultad de los primeros pasos y el Soporte que pueda tener tienen que ser mayores que la Resistencia, de otra manera no se producirá el cambio

When faced with resistance to change and innovation in your organization, effective communication of the vision and value is key. Start by clearly articulating the reasons behind the proposed changes and the benefits they will bring to the organization, its employees, and its stakeholders. Use simple language and relatable examples to ensure everyone understands the purpose and potential outcomes of the changes. Additionally, be transparent about any challenges or uncertainties, and address any concerns or questions that may arise. By consistently communicating the vision and value in a way that resonates with your audience, you can help build understanding, acceptance, and support for the changes ahead.

We call this an alignment session. The science behind this is that whatever vision you have for your business, is your's and not your team's. Until it becomes their vision, until they have the skin in the game, the change resistance will keep on surfacing.

Involving and empowering stakeholders is crucial. Start by actively seeking their input and involvement in the decision-making process. Encourage open discussions where stakeholders can share their perspectives, concerns, and ideas. By listening to their input and incorporating their feedback into the change initiatives, you can make them feel valued and invested in the process. Additionally, empower stakeholders by providing them with the necessary resources, training, and support to adapt to the changes effectively. Offer opportunities for skill development and encourage experimentation to foster a culture of innovation and continuous improvement within the organization.

Do a dream weaving exercise with them. Where they first dream about the life they want. Most companies skip this crucial step, saying we are not interested, it does not relate to us, it is time-consuming and all of that. But you will see the importance of it in a moment. Then, ask them what kind of job, salary & work life they would need to make their dream life a reality. Next, make them do the exercise, what kind of company we need to become to give you the kind of work-life they defined in the second exercise. Now, where are we now, and what actions do we need to take, to bring the company to that level? Now, the company's growth is their growth as well. It always was, but now they can feel it, see it, own it.

Resistance to change? Flip the script with celebration. It’s not just about rewards; it’s about sparking joy in innovation. Make milestones feel like unlocking levels in a game, turning progress into a collective adventure. Celebrating isn’t a finish line—it’s fuel for the journey, embedding change into the culture with every cheer and high-five. Let’s transform resistance into a rally cry for innovation. Who’s ready to celebrate every step of change?

Positive reinforcement is the way to go. Rewards, recognition, appreciation, and celebration go all in. Incentivise them, and have focus implementation rounds. Give them over time, with pizzas.

Embrace the cycle of learning as the heartbeat of innovation. It's not just about data; it's about stories of transformation. Each piece of feedback is a clue, every challenge a lesson waiting to be uncovered. Use these insights not as endpoints, but as springboards for your next leap. Sharing these journeys fosters a culture where curiosity leads and fear follows. Let’s make continuous improvement our collective legacy. Who’s ready to learn and leap together?

Face à la résistance au changement au sein de ton organisation, l'intervention d'un coach professionnel peut être déterminante. Un coach apporte une perspective extérieure précieuse et des stratégies éprouvées pour faciliter l'adaptation et l'engagement des équipes dans les processus de transformation. Il permettra: - d'établir un diagnostic précis - de recréer une communication efficace au sein de l'équipe (en utilisant le DISC par exemple) - de trouver les leviers d'implication de l'équipe - d'ouvrir la créativité - et d'aider l'équipe à surmonter les peurs et à voir les opportunités dans le changement.

En una aportación anterior decía que si la insatisfacción más la vision del final más la sencillez de las acciones iniciales más el soporte era mayor que la resistencia habrá cambio, de otro modo, no lo habrá. Veremos ahora que pasa si falla cada una de las cuatro variables Si no existe Insatisfacción ni siquiera comenzamos Si la visión del final no es fuerte o muy apetecible comenzaremos y pararemos al primer inconveniente Si faltan los primeros pasos tendremos sentimiento de culpa ("tengo que empezar, tengo que empezar") Si falta el soporte haremos mucho esfuerzo y tendremos poco resultado