“People don’t resist change. They resist being changed!”
This call-out comes from Peter Senge, American systems scientist, senior lecturer at the MIT Sloan School of Management, and founder of the Society for Organizational Learning. In this quote, Senge highlights the presence of resistance in change. Not in actual change. We naturally embrace transformation, growth, and new experiences, and, specifically, when we choose change, we’re good. Resistance seems to be triggered by a feeling of lack of control or loss of autonomy. When leadership or external forces impose decisions on us without our input, it can trigger a defensive reaction.
That’s not all; those feelings can be tempered by a lack of context or no clear “why.” It might be the ubiquitous fear of the unknown and uncertainty. It might be something lingering from a past change with past negative experiences creating skepticism. Maybe the “the way we’ve always done it” is being replaced by an unfamiliar new normal and we’re uncomfortable. It could be a lack of confidence fueling a fear of failure or being judged during change. It’s not the change. It’s what the change requires, especially if it wasn’t our idea.
Change is not really the goal.
It’s not the change; that’s just what we’re going through. It’s the stuff that makes it happen that’s important. Change provokes a process to be navigated. We embrace the change. We acknowledge and accept it, and then we set goals. Is having goals enough? I contend “no.” While it is essential we know the vision and mission behind the goal (our why), we must devote time and energy into all of the essential, elemental steps (our how) that get us to success.
First off, goals will naturally expose projects and tasks that make up the goal. Then, secondly, tools, resources, and systems need to be identified that will help with the projects and tasks. And lastly, the key ingredient that I believe to be the most critical – clarifying the daily habits. These are the specific behaviors that we execute every day. Some are mindset, some are skill set. All require a focused dedication and relentless pursuit. In a way, when change is required and goals are set, we identify the specifics for each one – top down. Goal…Tasks…Resources…Habits.
If that makes sense, consider some questions. The answers may very well help to provide the way forward. Into and through change. What’s the goal (vision, mission, reason)? What are the projects and tasks associated with that goal (sub-goals, strategies, objectives)? What are the tools, resources, and systems available to support (apps, checklists, people with experience)? What are the daily habits that drive execution and success (behaviors, routines, standards)?
Then, simply identify the answers and work back up. Execute the daily habits flawlessly and resolutely. Use the tools and resources in hand, while engaging in the various projects and tasks, in pursuit of achieving the desired goal. If it were that simple, everyone would do it, right?
But, what if it’s all a big “NO”?
The plan is in place and what if we don’t want to change? What if someone we lead pushes back?
I have found that resistance and pushback during change is a normal human threat response to uncertainty and a perceived lack of control. How that threat response is demonstrated… well, that seems to be the hard part to navigate. It’s one thing to fear change or what it entails, it is quite another to say “no.” While it might not necessarily be stubborn resistance, it could be behavioral resistance, or maybe a skill issue. Based on experience, when I encounter pushback, I use the lens of “skill or will.”
I have found it’s that tension that creates a challenge in managing and leading through change. To help with this, I designed seven questions in logical sequence that can illuminate potential reasons for behavioral resistance or pushback.
As it pertains to the change and expected behavior(s), have I…
- Clearly defined?
- Trained?
- Followed up to check understanding?
- Observed and Coached?
- Followed up to check performance?
- Made follow through part of an ongoing development plan?
- Removed obstacles?
So, consider the questions. And then ensure the answers. Because where there is “no,” this is a skill issue. You’ll see it and work on that; like clarify expectations. Train and do a knowledge check. Observe and coach behaviors. Be consistent with ongoing observation, coaching, and follow-up. Eliminate the obstacles and clear the way to success.
However, if all are ‘yes,” it’s a will issue and comes down to a choice: are we or is the individual willing to engage in this change and deliver the expected behavior? If it’s still “no,” change is not the issue, and it becomes a different conversation.
Our Take-Away
Bottom line, there’s going to be something you and I need to change or figure out in change. It’s natural and inevitable. Our day-to-day has big and little change wrapped into every action item. Will we push back, or will we step into the uncertainty knowing that growth is available on the other side? Even if we’re a little resistant, will we be honest, curious, and open enough to pursue our opportunities? If it is required, will we challenge and question respectfully to seek understanding? If others are involved, will we support them in their adoption and adaptation? And at the end of the day, will we own our responsibility?
It begs a final question: are we willing to engage this change and deliver the expected behavior?
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