Professional Documents
Culture Documents
Resistance
By: Tim Creasey
Based on the feedback you gathered from employees after the change was implemented, you
may have already determined the root cause of the problem. Continue to ask the question, "Why
is this happening?" until you have found the root cause of the problem.
Use the Prosci ADKAR Model to determine if the root cause of the performance gap is
awareness, desire, knowledge, ability or reinforcement. If you are not familiar with the
ADKAR Model, read the ADKAR Model Overview eBook. This will provide an initial
category for the problem. In some cases pockets of resistance can be traced to a single manager
or supervisor who is resistant to the change. For additional guidance on managing resistance,
read Five Tips for Managing Resistance.
Determine the appropriate steps to take to address the root cause of the performance gap. For
each problem area, prepare the following for your primary sponsor or steering committee:
If awareness was the root cause, examine past communications and messages to this group.
Create messages that address any gaps in building awareness around why the change is needed.
If desire was the root cause, then assess the incentives or consequences that would create
motivation to change. Are these incentives or consequences sufficient? Do adjustments to the
incentives or consequences need to be made? Are these incentives and consequences
understood? Have your coaching plans and resistance management plans been effective?
If knowledge was the root cause, examine the education programs that are available as well as
the attendance and effectiveness of these programs. Is additional work needed? Do current
programs need to be redesigned? Are there gaps in the knowledge and skills being taught to
employees?
If ability was the root cause, personal coaching plans and/or personal assistance may be
required. What on-the-job assistance is offered? Can employees get immediate help? What
happens when a situation arises that does not strictly match what they were taught?
If reinforcement was the root cause, what systems, values or reward systems reinforce the
change? Do the systems allow employees to do the process both ways? Do reports and
performance evaluations encourage following the new processes, systems and job roles? Are
consequences in place for not following the new processes, systems or job roles?
Seek the input and approval of your primary sponsor or steering committee before
implementing these plans.
Prepare managers and supervisors with the background information and tools they will need to
manage resistance and implement corrective action.
In most cases, the best person to resolve a point of resistance with an employee or group of
employees will be their direct supervisor or highest level manager. If the supervisor was not
identified as the root cause of the problem, then provide this supervisor with the following:
If job aides or tools are needed, provide these tools to the supervisor as well. If the supervisor
has not had formal training in change management, you will need to spend time coaching this
supervisor on the tools and processes for working with employees (such as a coaching plan and
resistance management plan).
Now that you have developed your corrective action plans, the next step is implementing the
corrective actions in order to resolve your performance gaps. The last stage of resistance
management focuses on these steps and includes why celebrating success is so important.