Change is inevitable, but not everyone welcomes it with open arms. As a team facilitator, you may encounter some team members who are resistant to change during a workshop, especially if the workshop involves introducing new ideas, processes, or tools. How can you help them overcome their reluctance and embrace the benefits of change? Here are some tips to guide you.
Before you try to persuade or motivate someone to change, you need to understand why they are resistant in the first place. There could be various reasons, such as fear of the unknown, lack of trust, loss of control, or attachment to the status quo. Listen empathetically to their concerns and ask open-ended questions to uncover their underlying needs and values. Acknowledge their feelings and perspectives without judging or dismissing them.
Here are two additional tips and insights: Build Trust: Trust is a crucial element when dealing with resistance. Team members may resist change if they don't trust the facilitator or the process. Building trust through open and transparent communication, consistency, and follow-through on commitments can help mitigate resistance. Provide Information: Sometimes, resistance is rooted in misunderstanding or lack of information. Ensure that team members have all the information they need to understand the change thoroughly. Communicate the rationale, the expected outcomes, and any potential impacts on their roles or work.
One of the best ways to reduce resistance to change is to involve the team members in the process of designing and implementing it. By giving them a voice and a choice, you can increase their sense of ownership and commitment. Invite them to share their ideas, opinions, and feedback during the workshop. Encourage them to participate in brainstorming, problem-solving, and decision-making activities. Show them how their input is valued and incorporated into the final outcome.
Another way to help team members who are resistant to change is to highlight the benefits of the change for them, the team, and the organization. Use positive and specific language to describe how the change will improve their situation, address their pain points, or create new opportunities. Provide examples and evidence of successful change initiatives from similar contexts or situations. Explain how the change aligns with the team's vision, goals, and values.
Even if team members are willing to change, they may still face some challenges or difficulties along the way. As a team facilitator, you need to provide support and guidance to help them overcome any obstacles or doubts. Offer training, coaching, or mentoring to help them learn new skills, adopt new behaviors, or use new tools. Provide clear and timely communication to keep them informed of the progress, expectations, and feedback. Recognize and celebrate their efforts and achievements.
Finally, remember that not everyone changes at the same pace or style. Some team members may be early adopters who embrace change quickly and enthusiastically. Others may be late adopters who need more time and evidence to accept change. As a team facilitator, you need to respect their pace and style and adapt your approach accordingly. Don't force or pressure them to change faster than they are comfortable with. Don't ignore or exclude them from the change process. Instead, find ways to leverage their strengths and preferences and help them find their own motivation and meaning in the change.
Resistance to change is often rooted in the question, ‘what’s in it for me?’. So I get paid more money? So the company survives and I keep my job? People need to understand how change will benefit them personally, because change is frightening and uncomfortable for most people. When a learning culture is based on an authentic org purpose that strives for positive social impact, and people are genuinely bought into that purpose and contributing to the desired impact, then they are likely to be less resistant to any form of change that is relevant to increasing positive impact and the successful realisation of this purpose. I believe from experience that connection to purpose reduces fear of change and provides the rationale for change.