We have spoken about how to guide a strategic innovation transformation. However, no matter how well defined the vision for the future, various forms of resistance will always exist. It is a natural response and one that must be consciously addressed. Most humans are comfortable with the status quo and want to preserve it. We will address what managers can do to reduce or eliminate resistance to change.
The first and most crucial point is that there is an “equation” that best summarizes human reaction to change. That equation is:
Involvement = Commitment.
It cannot be overstated. When people are involved with planning a given change, they are many times more likely to buy into it. They take ownership because they helped create it.
The CEO or the senior management team will develop the overarching vision. Still, they need to look to every member of their organization to help figure out exactly how to shape and implement it. If possible, every member should participate in planning how they will shape their area of responsibility to make this transformation happen. The level of commitment that comes with such an approach is amazing.
The Resistance Pyramid
Even with this involvement, managers may experience resistance to change. We have found four fundamental sources of this resistance. It is characterized by what is known as the Resistance Pyramid, which I have adapted from Timothy Galpin’s book The Human Side of Change.
1. Unclear Scope
At the base of the pyramid is the resistance from members of an organization who are not aware of the need for them to change personally. This occurs frequently when the senior management team announces the upcoming transformation and assumes it is filtering down to all parts of the organization. This is why an in-depth communication plan is critical to ensure that every organizational group and every level is fully aware of the upcoming change.
2. Unclear Roles
The second source of resistance comes from members of the organization who are aware of the change but do not know what they are supposed to be doing in the upcoming change. This is where the involvement actions described earlier come into play. When every person in the organization is involved in the change planning, there is no confusion about what each member is supposed to be doing.
3. Unprepared
The next level up describes the resistance from members of the organization who are aware of the change and their role in it but do not have the skills, tools, or resources to implement it. It is incredible to observe how often management teams overlook this. The needed skills can be both hard and soft skills. Having the right tools can take many forms, including revising the processes required to implement the change.
The lower three levels are referred to as passive resistance. Organizational members who fall into one or more categories are generally open to change. They are simply not making the needed changes for the reasons discussed.
4. Active Resistance
The fourth category, however, is active resistance. In almost every change initiative, a small number of individuals can be considered active resisters.
Even within this category, the level of resistance can vary. At the end of the lower resistance will be individuals who just prefer things the way they are. But we find that it is not as simple as that. They may very much enjoy their current job. They may thoroughly enjoy the group or the boss with whom they work. They may be unsure that they can do a different job than their current job.
As you move up the scale of increased resistance, you will often find one individual or more who simply think they have a better idea or approach. They are worth listening to because they may have a better idea for moving forward. At the very least, allowing them to voice their ideas helps move them closer to support for the change.
A greater level of active resistance will come from those who fear losing something, like prestige, power, money, etc., real or imagined. Once again, engaging them, exploring their concerns, and looking for ways to rectify them is vital.
The highest level of resistance comes from a category that includes disgruntled employees, employees with personal agendas, employees engaged in office politics, etc. In most cases, there isn’t a solution for this category other than to help them find employment elsewhere.
Final Advice
There is one final piece of advice for managing resistance, and that is to listen truly. Seek feedback continuously and listen. It may be a valuable source of varying ideas—improvements, variations in potential course of action, watchouts, etc. Authentic listening will not only benefit the initiative, but it will further enhance engagement by all members of the organization.
Strategic innovation is never easy because it always involves significant levels of change. It requires diligent management, but those efforts will always be rewarding.