Team Building Tips

When you embark on the journey of organizational change you will undoubtedly encounter resistance. It is the inevitable friction between where you want to go and where you are. It is the result of many things but one thing is for sure, if you don’t deal with it … it will deal with you.
Resistance to change comes for many reasons but falls into one of four categories.

1. Genuine interest.

2. Genuine interest on steroids.

3. Guerilla resistance.

4. The Gandhi Syndrome.

Let’s take a more detailed look at each type of resistance and what you can do about it.

1. Genuine interest …

When any change initiative is announced, from a new sales program to a full blown system implementation, many people in the organization will express genuine concern based on their very real interest in your company. Resistance like this is healthy and should be encouraged early in the change initiative. You address resistance of this type by doing one or all of the following.

a. Address known concerns in your initial communications.

b. Be sensitive in your meetings and gather concerns and feedback and address what you can in the meeting, in more difficult questions address with the individual privately.

c. Seek out key people to use as a sounding board and privately discuss their concerns.

Resistance driven by genuine concerns is healthy and to be expected. It is important to address these concerns or they will go underground and show up at the next level.

2. Genuine interest on steroids …

A short while after your initiative kicks off you will find resistance picking up. Much of the resistance will be genuine but much stronger. This is because you didn’t address those very real concerns on rollout. Resistance not dealt with gets stronger each and every day. You address genuine concerns on steroids in the following manner.

a. Make sure you know the particular individuals who are resisting and take them aside privately to discuss their concerns.

b. Make sure you understand whether these individuals have a following and take time to separate real and imagined concerns.

c. Be firm and where appropriate, address their concerns but make it clear the project is moving forward and you need their support. It is also important to outline (if appropriate) the consequences of a lack of support.

3. Guerilla resistance …

Guerilla resistance is exactly what you think it is. It borrows its name from freedom fighters everywhere. It is resistance gone underground and behind your back. It happens on every change project. It is driven by either genuine resisters on steroids who believe you aren’t genuine in your efforts or by troublemakers who need the attention. Resistance of this type must be dealt with swiftly and firmly in one or more of the following ways.

a. Take them aside privately, seek to understand their concerns and more importantly their motives and discuss what they see as the end state of their actions.

b. Explain to them why you are doing what you are doing in clear and uncertain terms.

c. Make it clear the consequences of their continued behavior and put it in writing for immediate follow up.

4. The Gandhi Syndrome …

Many decades ago, without holding any position, Gandhi brought down the British empire without firing a single shot. Resisters practicing the Gandhi Syndrome will bring your project to its knees if they aren’t deal with quickly. People practicing the Gandhi Syndrome do not have pure motives, they simply, for whatever their reasons, feel a need to derail the project. Deal with them in one or more of the following ways.

a. Make sure you have done your homework on their underhanded deeds and line up support for action in the organization.

b. Confront them with the evidence, do your due diligence and stand your ground.

c. Let them know their actions must change immediately or the consequence is termination of employment.

Resistance to change on any initiative is very real. Eighty percent of resisters will
Fall into one of the top two categories. Ten to fifteen percent will fall into category three and the balance in category four. Plan for it and deal with it immediately or you’ll be like the old commercial … pay me now or pay me later.

Ed Kugler has been living change since the jungles of Vietnam where he was a Marine Sniper for two-years in the Vietnam War. He came home to a country he hadn't left and began work as a mechanic and truck driver. Since then he has worked his way into the executive suite of Frito Lay, Pepsi Cola and Compaq Computer where he was Vice President of Worldwide Logistics, a position he achieved with no college degree. Ed left in 1997 to consult and write. He is the author of Dead Center - A Marine Sniper's Two Year Odyssey in the Vietnam War and five other books and counting. He regularly consults with some of the nations leading companies on organizational change and coaches individuals to make the most of their lives. Ed is the father of three, grandfather to three and has been married to the same woman for 38 years and counting. http://www.nomorebs.com http://www.edkugler.com