How to overcome resistance and increase support for change
In virtually every company I talk to, who are implementing changes, they recognise that no matter how robust their new processes and systems are they need their people to buy in to the new way of working in order for them to take responsibility for its success. And yet, they don’t really know how to go about that. Their external consultants are more likely to be technical and process experts rather than experts in human behaviour and culture change so not ideally placed to help on this.
A while ago I worked with a blue chip manufacturing company who were well down the road to implementing a “lean” operating system when they realised that people weren’t really getting behind it. In fact, a small but influential minority were actively undermining it. We worked together to help people move from feeling that the changes were being imposed from on high by people who didn’t understand their particular demands and constraints, to workers at all levels from plant manager to production line staff feeling they owned the process and were responsible for making it a success. Instead of spending time and energy moaning about what wouldn’t work, they focused on how to make it work and in the best way possible.
So tell me,
- How well are your people engaging with new initiatives?
- Is it more challenging to get their buy in now than it used to be?
- What works and what doesn’t work when introducing change?