Re: change resistance

[Bob Adsett <bob.adsett@lineone.net>]

On 5/4/01 11:45 am, "Randol, Steven K Mr DM" <Steven.Randol@hqda.army.mil>
wrote:

> If you've some converts,
> enlist them to "testify" that your product works better and costs less,
> rather than selling it yourself.  If you really have the backing of a senior
> manager, you can attempt direct assault--ask him/her to "dictate" use or at
> least a trial period.  Both approaches can leverage that successful
> experiential behavior into a new way of thinking.


Steve

Working with the converts, I would agree fully. It is always better to work
with the 'pioneers' rather than the 'settlers' of any organisation if you
want to introduce change. The bell curve applies to the willingness of any
group to engage, those at the far right eager to try something new, the vast
majority in the middle will wait and see if the change works before
committing themselves, and some at the left hand side of the bell curve who
will not engage (maybe at all!) - Deming's 4%.

I really don't believe that dictation will deliver the right message no
matter how good that message may be. One of the major resistances from
people to change come how the message is delivered, and individuals who are
forced or cagouled to conform to a new way of behaving don't make for
willing workers. Such approaches are firmly based in a third generation
style of management, in other words  -  management by objectives - 'I tell
you, and you get on with it'.
Looking at your army.mil address I accept that this maybe be an experience
from your paradigm - I cannot see this as being your heartfelt  belief as
you are a member of the DEN! :0)

But I still maintain that a dictatorial approach doesn't give an opportunity
for buy-in, (in fact the reverse is more likely, with a commitment to the
required standard, but not continuous improvement). Such an approach denies
the fundamental realisation that with every pair of hands comes a free
brain, and we disregard this at our peril.

I think that there is another issue here as well as trying to implement
change is the level of control and influence that individuals feel about the
change process itself. There never can be a 'one-size-fits-all' solution,
and therefore there is an opportunity to engage people in the development of
the concept, and to implement and adapt using a PDSA (PDCA) cycle is vital
to a successful change process. If you start with the study phase it should
be possible to identify the 'problems' that the proposed solution will
address.

I would contend that successful change is more about good leadership than
about management - Oops, I can feel a thread coming on, I'm looking over my
shoulder for Myron about to pounce :0)

All the best

Bob


-- 
Bob Adsett
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