Resistance Is Fruitful
In the April 2016 issue, we discussed how resistance to change that you are initiating would come at some point because you are a change agent pressing forward with new technology. The pushback might be strong or weak; focused or random; rational or illogical. But it will come. Most resistance should be viewed as valuable. It is a warning flag that some people do not align with the change as you expected. It is a warning that something “might” be wrong. It may not uncover the exact problem, but it does reflect the fact that there is a need to take a closer look. Now we look at ways to move resistance from frustrating to fruitful.
Reengage
First – don’t avoid these resisters. You should not be working around them or sidelining their voices. If you do not talk to them, others will. They may taint your message of positive change or get others to pause a little more than they would have. You need to be interacting with them to uncover the issues and address them. So when you interact… what do you do?
Review
Most folks are not out to sabotage your efforts. They really have their own positive reason for resisting. It might be personal, as in trying to avoid work. Or it might be protection akin to saving their job. It might be that they are seeking the good of the firm and think that the new tools or change in methods is actually going to end very badly. So take the time to review what they are saying. You should be curious about their pushback. Why are they resisting? Have you asked them about it and listened to their perspective? Seek to have them quantify or clarify and reduce it to simple topics that provide enough detail that you can respond. Don’t just let them say it’s a stupid idea. Ask why they believe it is stupid. When they reply, repeat back to them what you are hearing. Paraphrase and restate what they have presented. Make sure you have it right. Do not take a stance that views them as “opposing” you; they just have a differing view. It may not be wrong, just different.
Restate
Sometimes people just do not understand what you are saying. If they bring up incorrect assumptions, then restate your perspective. Draw a picture, maybe literally on a white board, of the goals, steps, and outcome you are expecting. Have them comment on your statements so that you again have a clear outline of their stance and they understand yours. Ask questions or make statements like “Tell me more about…” or “What would happen if we…?” or “Why do you think this will not work?” Do not take a judgmental stance. Try not to say that the person is “wrong” or “failing to see” something. That might put them on a defensive stance and they resist even more. Your job is to coax and convince, not conflict with them. People just do not like being told what to do.
Regroup
There may be a better time to approach the resistant person. You may need to let them cool off or just give them some time for your idea to sink in. Change is hard, especially if you are caught off-guard. Some ideas may be too bold. Some folks may need time to marinate in the juices of the concept. It may make sense to give some team members more time to get a hold of the change and see where it might be taken. After some time has passed, circle back and discuss the idea again. Do not just put them out of the loop and move on without them. You need these voices that challenge your thinking.
Reexamine
Take a look at the data again. Are your time savings legit? Does your cost cutting really make sense? Ask them if they have data to back up their statements, but not in a challenging way. Show the data that supports your point of view first. Get them to look at your data on paper or posted on a white board or computer screen. Take away the eyeball-to-eyeball showdown and look at another point in the room. It really can cut the tension to not stare/glare directly at the person, but rather look at another focal point.
Reimagine
After you have examined the framework that others propose, rethink your own. Every idea could use some refinement. Don’t just pass off resisters as “not getting it.” They have a point of view that needs to be taken into account. Now that you have the resisters’ perspective correctly framed, reimagine the goals that you have. Can you include some of their ideas? Can you alleviate some of their concerns? Is there a way to achieve both their targets and yours? Can you change something on your side that would give them a little breathing room? Can their suggestions make your plan better?
Remove
Don’t be afraid to actually take something off the table. You may be better off moving some of the harder changes off the early schedule and moving them to the end. You could delay them for another time. Make them transitional as they phase in over a few months or several projects. Too much change can be as bad as too little. Get them to agree to make a change in the future. Then come back later and remind them that they agreed and it is time to move forward.
Restart
Just throw the whole thing out and start again. This might seem like giving into the resisting voices, but it may not be. If you repackage the ideas, come back with another timeline, move the changes to another department first or make some other change in the plan, the resisters may calm down and be given time to see others embrace the change and then want to get on board.
So Many Options…
I have used every one of these approaches in differing measures at differing times. They all might work for your situation. It takes a sharp Tech Manager to work with people who might resist a change, even when you know it will save time and money. When you encounter resistance, pushback, or even rebellion, do not write it off. Take the time to review your options, regroup, and make the charge again.
While these tips might help when you encounter resistance, it might be better to reduce it before it happens. The best way to make changes to other peoples’ workflow might be done by building relationships first (this takes time), then listening to them, including them in defining and planning the change, and then enabling them to make the adjustments on their own terms/timeline. You will need to move them forward, as some changes may not be optional, but working with them early and staying connected will always produce the best results.
