Managing convert - Dealing with Resistance to convert

Frito Lay Employment - Managing convert - Dealing with Resistance to convert

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When you embark on the journey of organizational change you will verily encounter resistance. It is the clear friction between where you want to go and where you are. It is the supervene of many things but one thing is for sure, if you don't deal with it... It will deal with you.

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Resistance to change comes for many reasons but falls into one of four categories.

1. Genuine interest.

2. Genuine interest on steroids.

3. Guerrilla 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 schedule to a full blown system implementation, many population in the club 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 first communications.

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

c. Seek out key population to use as a sounding board and secretly discuss their concerns.

Resistance driven by genuine concerns is healthy and to be expected. It is foremost to address these concerns or they will go secret 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 singular individuals who are resisting and take them aside secretly to discuss their concerns.

b. Make sure you understand either these individuals have a following and take time to cut off real and imagined concerns.

c. Be firm and where appropriate, address their concerns but make it clear the task is captivating transmit and you need their support. It is also foremost to outline (if appropriate) the consequences of a lack of support.

3. Guerrilla resistance...

Guerrilla resistance is exactly what you think it is. It borrows its name from leisure fighters everywhere. It is resistance gone secret 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 prolonged behavior and put it in writing for immediate supervene up.

4. The Gandhi Syndrome...

Many decades ago, without keeping any position, Gandhi brought down the British empire without firing a singular shot. Resisters practicing the Gandhi Syndrome will bring your task to its knees if they aren't deal with quickly. population practicing the Gandhi Syndrome do not have pure motives, they simply, for anything 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 retain for operation 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 type three and the equilibrium in type four. Plan for it and deal with it immediately or you'll be like the old commercial... Pay me now or pay me later.

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