Question

QUESTION THREE [20]

Implementation of any change programme needs to take account of the restraining forces of change. Managers should anticipate some employee resistance and plan for this eventuality in the change strategy (Brown, 2011:171)

3.1 Explain the difference between “overt’ and “covert” resistance and discuss the reasons why change is resisted in organisations. (10)

3.2 Discuss the ways in which resistance to change can be mitigated.

Answer 1

Overt Resistance

Overt resistance is the easier type of resistance to identify, and usually involves one or more team members at the meeting speaking up and objecting to our process as facilitators.

Overt resistance sounds like:

● “We’re a creative team; we work best when we’re loose and ideas are flowing”

● “Can we apply structure AFTER we’ve spitballed/brainstormed for a while?”

● “This process stuff is bogging us down!”

● “We’ve had tons of meetings without a facilitator and they’ve been fine; we don’t need him!”

● “Can’t you just write down what we say and let us do it our way?”

Overt resistance can be especially common when facilitating teams of senior management, as they may feel they are “above” being facilitated. This type of resistance is best dealt with using the “Pull” approach.

If we make the team member(s) feel heard, using non-confrontational language and tone, we can gently restate our roles as facilitators, while reassuring the team that you are there to help. Assuming the meeting is more than 2 hours, you might say something like: “How about this. Let me try helping you guys out in the way I know how, for an hour. If at the end of that hour you don’t feel I’ve improved your process, you can go back to doing it your way. Maybe I’ll learn something!” Setting the tone of open-mindedness, and demonstrating a non-competitive attitude, will influence the team to adopt the same approach

Covert Resistance

Covert or ‘passive’ resistance looks like:

● Lack of participation, silence

● Crossed arms and closed body language

● Furrowed brows and/or a look of scepticism or boredom

● Exchanging sideways glances with other team members

● Avoiding eye contact or behaving in a distracted manner

Drawing team members out of their silence is the key to overcoming passive resistance. Once you get people to express their misgivings or doubts about the meeting, the resistance becomes overt, and you can move to the “Pull” approach.

Let’s look at a step-by-step process for overcoming passive resistance:

1. Report what you see and encourage people to express their doubts or negative views.

a. I’m noticing a lot of crossed arms and what seems to be worried looks right now. It’s important that we all know what’s on each other’s minds. What’s your sense about what’s going on?

b. I’m sensing a lot of resistance in the room right off the bat here. I’d love to know what’s on your minds before we move forward. What issues or concerns may be stopping you from committing to today’s agenda?

2. Restate their concerns and reinforce that you are hearing their concerns without judgement.

a. All right, I’m hearing a lot of you mention (Problem X) and (Concern Y). I can really see where you’re coming from, I would be concerned about that too if I had that experience. I want you to know I’m here to help you develop solutions to these problems.

3. Encourage them to accurately assess their own level of resistance.

a. I’m going to ask you all to give yourself a rating of 1 to 10, 10 being fully committed to this project, and 1 being completely against it. This number is for you only- you’re not going to have to reveal it.

4. Ask them how this rating can change.

a. Whatever your rating is right now, by the end of this meeting I want everyone to be closer to a 10. So, what is it going to take for each of you to walk out of here with a more committed feeling?

5. Respond positively, then restate and reinforce once again.