Strategies For Safely Guarding Against Change Resistance In 2013 and Beyond

By Mwangi Wanjumbi, Newtimes B. S. Chief Trainer/Consultant

One of the most talked about organizational challenge is change resistance. No matter the preparation, it always persists. Why so? Quite a simple yet baffling observation and question that arose during a recent trainer of trainers’ program. But, based on experience, such questions are occasionally aimed at sincerely sensitizing understanding and debate.  Other times, they are simply meant to test the trainer’s wit. Thus, the motive this time was unclear especially due to the fact that it was off the topic of the day. Nevertheless, the questions have to be faced all the same, whatever the intentions.

Apparently, evading the same can be dangerous to the training session. It may reflect challenged competences of the facilitator.  The same situation is perceived if the question is not answered convincingly.

Incidentally, such questions always bring to mind a nasty episode sometimes in early 2009.  About 50 of us consultants were for 3 days strategist on how to conduct a major exercise of determining excellence in organizational management/leadership. As one of the consultants took us through the paces, one listener challenged him  to justify his assertions. Alongside, a major disagreement on matters strategy ensued, which almost brought the session into total disorder. It took great efforts to cool down the tempers, thus resuming smooth continuity, the dented egos not withstanding.

But, as is commonly acceptable, there are at least 3 approaches of dealing with  questions or issues raised by delegtes.  Firstly, they can be defused through cleverly throwing them back to the questioner. Secondly, the same can be tactfully thrown to the rest of the delegates if need be. Thirdly, the concerned delegate may be asked to privately consult the facilitator, during free time.  That could mark the end of the question/issues and save on precious learning time. It also liquidates any intended ulterior motives.

More still, there is never a shortage of drama and intrigues during training sessions. When recently conducting a 3 day in-house training program ( Business Leadership and Performance Management Training) for a senior organizational team, one manager made an unusual request. He needed to immediately collect his participation certificate, just for the record. He was after all a holder of CPA (K) Bachelor of Commerce, Accounting Option and MBA Accounting qualifications. What then was remaining for him to learn? He wondered aloud.

Stunned by his attitude, I was momentarily lost of words, therefore almost awkwardly put off balance. Somehow, I recollected my faculties and calmly pleaded with him to stay on for a while, after which we could revisit the certificate matter. Amazingly, he ended up spending the whole 3 days learning like everybody else. Finally, he was full of praise for the training. “The course has invaluably helped me to moderate not only my attitudes, but also view of life,” he confessed.

This brings us back to the question on why people resent change that had seemed rather straight forward.  After careful reflection, I conveyed my own personal view at the risk of either losing the delegates or endearing myself to them, even more. Obviously, there are numerous reasons that explain change resistance. Some are personalized to individuals whereas others have everything to do with the impact of the desired change.  Things get worse whenever people are unsure of how change affects them at personal level. Is that not the case?

Luckily, all the 12 or so delegates of the session, who are also trainers concurred with my suggestions. Unsure of their stake, people largely transform only when circumstances dictate that change must happen. They are unable to embrace the concept of crafting the future today, better known as future forward planning. Can it be equated with strategic planning? Just make a good guess.

The absence of this future forward planning could be the reason why there is so much crises management around us ( remember the chaotic primary voting process that is meant to produce our national leaders on March 4th  2013). Sometimes, one wonders whether it is anybody’s fault or simply lack of awareness. That is why organizations are today encouraged to embrace the concept of organizational learning. But, do they all do it?

My heart goes to those who embrace learning as an organizational development strategy. Ideally, organizations will not unleash their full potential or even grow, if the growth of their human capital is impaired in any way. Indeed, they (human capital) are supposed to grow in careers, spirit, mind and all other related dimensions. That being so, is personal development of the human capital a responsibility of the employing organization? Further, did you know that rewards based on carrot and stick motivation philosophies are no longer sustainable?

More importantly,  once the human capital stops growing, new and sometimes not so enviable behaviors as well as attitudes become evident. Remember that performance inevitably happens in cycles. If the cycles continue unchecked, productivity slackens, sometimes irreversibly.

Conversely, when the human capital experiences holistic growth, the employing organization enjoys and feels the full impact of the benefits. In fact, a mutually beneficial relationship is sustained. The same leads to increased productivity, innovation and continued crafting of change rather than resistance.

But, don’t say hallelujah as yet. Sustainable benefits will not be achieved until the transformation process is properly conceived and structured. Indeed, all organizational stakeholders need to acquire new focus in this Jubilee year of 2013, and beyond.

Are we not in a rejuvenated nation that is increasingly brazing for new opportunities? Actually, it makes sense to embrace new paradigm shifts in line with the unfolding realities. Else, those who stay put may have nobody to blame for missing out on the opportunities.