Technique 1.125 Resistance Checklist

Introduction

As resistance is a natural and common reaction to change, you need to identify steps to mitigate it such as building buy-in and commitment.

Resistance can come from people who are happy with the status quo and/or had a bad experience with change, etc.

As resistance can be a significant source of risk, you need to address causes rather than just the symptoms of it.

Checklist

i) Are you expecting and planning for resistance? (resistance to change is a natural and common reaction, even if the change is going to improve the situation; need to encourage buy-in and commitment.)

ii) Have you identified where resistance to change might come from? (identify potential areas of resistance and handle as early as possible; resistance would come from staff
    - who are satisfied with the status quo
    - those who are going to be most impacted by the change
    - those who have previously experienced a failed change initiative, etc)

iii) Have you identified what resistance to change might look like? (aim for resistance prevention by identifying what resistance
    - might look like
    - where it is likely to come from
     - how can you mitigate it, etc.)

iv) Have you identified potential risks to the project related to resistance? (because resistance to change is a significant source of risk, eg it can
    - result in delays
    - results in missed objectives
    - lower financial returns
    - the rail the change program completely, etc

NB Ensure the risks associated with change resistance and how to handle them are documented.

v) Are you able to diagnose the root causes of resistance? (deal directly with the root causes of resistance, rather than just addressing the symptoms; tried to identify why employees are resisting change)

vi) Can you identify the top reasons employees resist change? (some of the top reasons could include
"...i) lack of awareness about the reasons for the change
    ii) change in job role
    iii) fear of the unknown
    iv) lack of support from or trust in leaders
    v) exclusion for change-related decisions..."
Tim Creasey, 2022a

vii) Are you using an individual change management framework to understand resistance? (each person's reaction to change can be specific and unique, ie
"...One employee's perspective on the change may be very different from another's, even if they are in the same work group..."
Tim Creasey, 2022a

viii) Do you have a system in place to identify and respond to resistance when it occurs? (develop and document specific actions that are required when resistance to change occurs; ideally before it negatively impacts on the organisation)

ix) Have you prepared and equipped the right people to address resistance (the most effective handler of resistance is the direct supervisor to the person who is resisting)