How do you deal with resistance or backlash from stakeholders who oppose culture change?
由人工智能和领英社区提供技术支持
The first step to dealing with resistance or backlash is to understand the reasons behind it. Stakeholders may resist culture change for various reasons, such as fear of losing status, power, or control, lack of trust or confidence in the change leaders, attachment to the current culture or habits, or misunderstanding or disagreement with the change goals or methods. By listening to their concerns, empathizing with their emotions, and acknowledging their perspectives, you can identify the root causes of their resistance and address them effectively.
-
In my experience, one way to minimize resistance is to listen BEFORE you take actions. Tap into people you know who have resisted similar changes in the past. Ask their opinion and really LISTEN to them. Figure out ways to incorporate their feedback to make a better product - the culture change you are proposing.
-
Don't make assumptions on who is resisting change and be prepared to listen fully to your people. When conducting focus groups on inclusion, we found that some of our biggest advocates for (and benefactors from) change were white men and sharing their stories accelerated buy in. Listening to our people allowed us to understand different blockers and opportunities in different parts of the business and implement the right solutions for each of them.
The second step to dealing with resistance or backlash is to communicate the benefits of the culture change for the stakeholders and the organization. Stakeholders may be more willing to embrace the culture change if they see how it aligns with their personal and professional goals, values, and needs, as well as how it contributes to the organizational vision, mission, and strategy. By highlighting the positive outcomes, incentives, and rewards of the culture change, you can motivate them to support and participate in the process.
-
Communicating benefits is fine, but it is deeper than that. Often the benefits of a culture change are big ideas - higher productivity, a more positive work environment, profitability. It is often hard for people to see themselves in that. Make sure your middle managers are well versed in the changes proposed, and well able to answer questions about how it affects the individual worker. When a change makes someone uncomfortable they aren't going to care about vision, mission and strategy or values. They want to know why they should make the effort to change. Platitudes aren't going to cut it in today's work environment.
The third step to dealing with resistance or backlash is to involve and empower the stakeholders in the culture change process. Stakeholders may feel more engaged and committed to the culture change if they have a voice and a choice in shaping it. By soliciting their feedback, input, and ideas, you can co-create the culture change with them and make them feel valued and respected. By delegating them roles, responsibilities, and resources, you can enable them to take action and ownership of the culture change and make them feel empowered and accountable.
-
Remember to communicate the outcomes of including stakeholders and what you did to respond to their feedback. Often we forget this part but it leads to more buy-in for future processes.
-
Co-creating a culture change is step 0, not later in the process. And not everyone affected by a change will have a role in the change. Don't delegate busy work, or work that even the stakeholder feels is fake. If you want their input, get it before something is launched. Afterwards it will be in the form of resistance. Prior is empowerment.
The fourth step to dealing with resistance or backlash is to provide support and guidance to the stakeholders throughout the culture change process. Stakeholders may need help and direction to adapt to the new culture and overcome the challenges and difficulties that may arise. By offering them training, coaching, mentoring, and counseling, you can equip them with the skills, knowledge, and attitudes to succeed in the new culture. By providing them feedback, recognition, and encouragement, you can reinforce their progress and performance in the new culture.
The fifth step to dealing with resistance or backlash is to manage conflicts and expectations that may emerge during the culture change process. Stakeholders may have different opinions, interests, or preferences that may clash with each other or with the change leaders. By facilitating dialogue, negotiation, and compromise, you can resolve conflicts and build trust and cooperation among the stakeholders. By setting clear, realistic, and measurable goals, milestones, and indicators, you can manage expectations and monitor the results of the culture change.
The sixth and final step to dealing with resistance or backlash is to model and celebrate the change that you want to see in your organization. Stakeholders may be more influenced by what you do than what you say, so you need to demonstrate the desired culture through your actions, decisions, and behaviors. By living the values, principles, and norms of the new culture, you can inspire and influence others to follow your example. By celebrating the achievements, successes, and learnings of the culture change, you can acknowledge and appreciate the efforts and contributions of the stakeholders and reinforce the positive change.
-
The core part of a DEI role is complex change management of both systems and culture change. The entire company is your stakeholder. Sometimes the most important part of the role is taking the time to prioritise as you can't attack everything all at once!
更多相关阅读内容
-
Culture ChangeHow do you recognize your culture change agents?
-
Culture ChangeHow can you involve the executive team in a culture change initiative?
-
Culture ChangeWhat are the most important things to do to stand out when trying to get a promotion in Culture Change?
-
Culture ChangeHow can you create culture change champions?