Volumes (quite literally) have been written on the subjects of change and transition. Here we hope to hit a few highlights, give you a couple of clues of what to be on the lookout for and how to anticipate and respond to some likely attitudes and behaviors. Additional conceptual grounding appears at the end of the blog entry on change and transition, resistance, and teams. Some of what follows may be useful in the early stage in the process of “planning for change” and other information may be most relevant as you actually try to implement what is being designed.

Be on the lookout for:

1. Resistance

People can resist change actively and passively.

Active resistance may be manifested by deliberate opposition, reduction in output, chronic quarrels, subtle hostility, “why this won’t work,” agitating others, not reporting problems, and denying problems.

Passive resistance may include withholding information, foot-dragging, no confrontation (but no productivity), not attacking solutions (but not supporting it either), “we’ve always done it this way,” overcomplicating the new way.

People resist because (any/all of what follows): They think they will lose something, they do not understand implications, they assess the situation differently from those initiating the change and perceive more cost than benefit, they fear they will not be able to develop new skills and behaviors that will be required, they have limited tolerance for change, to save face (“if the change is occurring, what we’ve been doing is devalued”), loss of control, discomfort of excess uncertainty.

For example: rumors, talking “behind people’s backs,” saying one thing in meetings and other things in private conversations, confusion about whom to include in/exclude from communications, and skepticism.

No matter how well “the case has been made” for the innovation some will experience a loss (of the way things have been done, self concept of being successful and knowing the ropes, etc.)

2. Nonproductive communication

• For example: rumors, talking “behind people’s backs,” saying one thing in meetings and other things in private conversations, confusion about whom to include in/exclude from communications, and skepticism.

3. A (temporary) dip in productivity and an increase in stress levels

4. A sense of loss

• No matter how well “the case has been made” for the innovation some will experience a loss (of the way things have been done, self concept of being successful and knowing the ropes, etc.)

5. Confusion, ambiguity

6. Power struggles

Much of the above focuses on “the negative, but you may be surprised at the creativity you see around you. Margaret Wheatley starts with the assumption that people are “ . . .creative and good at change and we possess the capabilities to deal with complexity and interconnection.” So, be on the lookout for (and support and encourage) creativity and commitment.

People will respond to change in different ways. Here are two frameworks to think about. In the first framework, we can discuss ways to try to increase comfort with and/or capacity for change. In the latter, there may be specific strategies to “speed” adaptation.

Response (to change) factors (one framework):

• Overwhelmed (withdrawing and avoiding – low comfort with change; low capacity for change).
• Entrenched (clinging to narrow learnings – low comfort with change; high capacity for change).
• BSers (“Make it up,” high drive but low substance – high comfort with change; low capacity for change).
• Learners (engaging and growing – high comfort with change; high capacity for change).

“Adopter segments” (another framework, this one from Everett Rogers and “Diffusion of Innovation Theory”):

• Innovators (venturesome, desire for the rash, the daring, the risky . . .)
• Early adopters (greatest degree of opinion leadership, serve as role model for others, respected by peers, successful . . .)
• Early majority (interact frequently with peers, seldom hold positions of opinion leadership, one third of the members of a system, deliberate before adopting new ideas . . .)
• Late majority (one third of the members of a system, pressure from peers, skeptical, cautious . . .)
• Laggards (isolates, point of reference in the past, suspicious of innovation, innovation-decision process is lengthy . . .)

Actions to take to facilitate the change process:

1. Be positive. Be upbeat and enthusiastic. Keep a sense of humor and balance.
2. Maintain focus. Provide direction. Define and agree on critical success factors.
3. Manage resistance. Get things out in the open; it’s easier to deal with what’s on the table than with what is not. Find out what people might be losing (that feeds resistance), e.g., turf, status, security, power, influence, relationships, etc. Challenge assumptions.
4. Listen and be supportive. Keep people engaged and involved. Tolerate mistakes. Do not tolerate inertia, re-recruit, increase communication, be visible, spend more time one-on-one, reinforce hopefulness, encourage risk-taking.
5. Seek input, participation and involvement – as well as diversity of perspective. That’s central in the design. If initiators involve the potential resistors they can often forestall resistance. Involve those who are going to be affected by change. Participation in the solution-creation process is key.
6. Communicate, communicate, communicate. Explain reasons for change.
7. Communicate vision for the future. Tell what will and what will not change. Acknowledge potential losses. Provide full, specific, useful feedback. Seek opinions from diverse stakeholders.
8. Clear up rumors, be specific and candid. Be available, visible. Provide information early and often.
9. Think of three axes in a communication matrix: stakeholder groups (who will be affected by all this), the issues themselves (e.g., screening, sourcing, ambitious corporate goals, the “big pharma” environment, etc.), and communication channels (e.g., newsletter, email, small/large meetings, special events, etc.). Flood the communications channels with targeted messages. Minimize misinterpretation. Every group needs to feel the communication is directed at them.
10. Inform yourself. Take time to understand what people are going through. Invite bad news (don’t “shoot the messenger”).
11. Build community, create bridges. This is another part to build into the initiative. Engage one another “across the white space” “between silos.”
12. Manage your own personal situation (including managing your own stress and advancing your skills). Pay attention to your own work/life balance. Exercise, take weekends off, eat healthily, seek counsel if you seem under undue stress. Build the skills that are increasingly becoming important as part of the everyday reality of thingsin-constant flux: flexibility, nimbleness, innovation, tolerating risk, managing ambiguity.
13. Reward the new behaviors you want to see. Find the ways to acknowledge, support, offer positive feedback, etc. for the innovative thinking, the testing (perhaps rejecting) old assumptions, etc.
14. Role model. Demonstrate the behaviors expected of others. (Ghandi: “Be the change you want to see . . .”)
15. Acknowledge and celebrate small wins or successes.