How can you identify the root cause of resistance to change?

Chat about any previous experience with change and how they felt about it looking back. Ask if they would respond quite differently now. Can they imagine looking forward to a significant change in the future and how they might prepare for such an eventually? Ask what role TRUST might have in their reaction.

Fear of Change and getting hurt!? Resistance to change usually comes down to one thing: fear. Specifically,fear of the unknown. It’s not only the “negative” changes we fear, even the most energizing ones, the ones we seek out and initiate ourselves are sometimes hard to lean into because it brings ?a rollercoaster of emotion:from fear to anxiety. Change is meant to bring something different,but does it scare us?We are creatures of habit.We need our routine,we like our comfort zone. Change is resisted because it can hurt.Transformation,especially when it's from the top down,can make people feel uncomfortable. How do you feel about change?Do you resist or embrace it?What type of resistance do you encounter when you’re not ready for change?

Lack of trust , confidence Excessive uncertainty Economic factors Fear of unknown Bad communication If the organisation hasent taken the time and effort to communicate the change process properly there will be resistance

Coffee! Catch up with impacted stakeholders for a coffee to understand what else is going on in their world. Resistance is rarely about the change itself, it's capacity conflicting KPIs or lack of choice in the change. Change managers need to keep their ears to the ground. Administrators and EAs are a brilliant source of information to understand what is going on.

In terms of driving change in a coaching process, empathic listening is a powerful agent for transformation. When your customers feel genuinely heard and understood, they are more willing to open up, delve deeper into their issues, and confront their challenges head-on. It empowers them to identify the root causes of their struggles, and it helps them take ownership of their emotions and actions. In addition, empathic listening fosters a supportive environment where clients embrace change more readily. It will help them realize that they are not alone in their journey. This emotional connection acts as a solid foundation for the coaching relationship, enhancing the effectiveness of any subsequent strategies or interventions.

Show up on time for pre-arranged Appointments. Listen with your posture, your eyes and your ears. Affirm them when possible in order to deliver comfort and hope. Provide them with some Flex Time to comment on their experience or to seek clarification on anything. Close with a sincere expression of appreciation and a warm smile.

To go way further than active listening, I do active moving to explore both sides of the medal. Using a Polarity Map (Polarity Management by Barry Johnson) drawn on the floor, I can have the people really feeling the upside and downsides of the poles. Naming the Greater purpose and the deepest fear is powerful. The fact that you take a physical stand in a space is a good way to really touch the thing, still being safe. This leads to an understanding that make people move and explore rather than resisting.

The 5 Whys technique is a problem-solving tool that helps coaches identify the root cause of a coachee's resistance to change. By repeatedly asking "why," coaches delve into the issue's layers. For instance, if a coachee resists organizational restructuring, asking why reveals concerns about role value. Continuing the questioning might unveil a lack of confidence in skills matching new requirements. Identifying this root cause enables targeted solutions, such as skill development or confidence-building, addressing resistance effectively.

With Immunity to Change Map you can go beyond readiness. You can name what is the deeply rooted causes of your behaviors. The "magic" is that by naming your big assumptions, even if you do nothing, change happens.

Some candidates for the meeting may not be resistant to change but may already be resolved in their heart and mind that they are leaving! In this case the preferred opening Statement should be rather obvious. “I am grateful for you taking valuable time for me today but I have committed myself recently to another offer. I wish you the best in your search and I value the experience I have gained here with quality co-workers. Thank You.

A surprising yet effective way to identify resistance to change is by paying attention to the coachee's body language and somatic cues. Body language often unconsciously communicates emotions and thoughts that the coachee might not be aware of or might be hesitant to express verbally. Coaches can observe subtle signs of discomfort, such as fidgeting, changes in posture, or facial expressions, during discussions about change. By gently probing into these cues and creating a safe space for expression, coaches can uncover surprising emotional barriers and reservations the coachee might not have consciously acknowledged.