Resistance to Change (RTC)

Why do People Resist Change?

• They do not understand the “why”
• They are in a comfort zone
• They are afraid they might lose power/control
• They do not know how
• They do not see the benefit (WIIFM)
• Peer pressure not to change

Why do People Resist Change? (Kotter & Schlesinger )

John P. Kotter and Leonard A. Schlesinger developed a model that identifies four common reasons why people resist change in organizations. These reasons are outlined in their article "Choosing Strategies for Change" published in the Harvard Business Review in 1979. The model suggests that resistance to change is a natural reaction, and managers need to understand and address these reasons to facilitate successful organizational change. Here are the four reasons outlined by Kotter and Schlesinger:

Self-interest

Threat to own job security, status, power and financial position

Own interest > organisationals interest

Different assessment of situation

Don’t agree with why we need to change, how we need to change

Think my idea is better

Rational

Have best business’ best interest at heart

Low tolerance for change (inertia)

I like my comfort zone, thank you very much

Bad past experiences

Misinformation and Misunderstanding

Why is the change needed?

Complacency

No dissatisfaction

Why do Organisation Resist Change?

Budget constraints

Risk averse

Complacency

Arrogance

Past failures

Don’t know what to do and how

Weak leadership

Change fatigue

Too many change projects

what is Kübler-Ross Change Curve

The Kübler-Ross Change Curve, or the Five Stages of Grief, was created by a doctor named Elisabeth Kübler-Ross in 1969. She made it to explain how people feel when they are dealing with a very serious illness or a big loss. Later on, people started using this idea for other things, like when there are big changes in organizations. The curve shows the different feelings people have while they get used to a change. There are five stages:

let's simplify the Kübler-Ross Change Curve:

1. Denial:At first, people might not believe or accept that a change is happening. They might think it won't affect them.
2. Anger:As the change becomes real, people might get mad. They could be angry at the change itself, the people making the change, or the situation.
3. Bargaining:In this stage, people might try to make deals to avoid or delay the change. They might look for compromises or other solutions.
4. Depression:As the change sets in, people might feel sad or down. It's a natural response to the uncertainty and disruption.
5. Acceptance:Eventually, people come to terms with the change. They start to understand it, see the benefits, and figure out how to move forward.

Dealing with RTC(Kotter & Schlesinger )

What to do to manage resistance…..

They do not understand the “why”

Be very clear on the ”why”

They are in a comfort zone

Show the risks of not changing

They are afraid they might lose power/control

Show them what they do have control over.

Involve them – give them control/power

They do not know how

Educate, develop, coach

They do not see the benefit (WIIFM)

Show the personal benefits

Peer pressure not to change

Get informal leaders on your side

What is RACI Matrix?

A RACI Matrix is a tool used in project management and teamwork to clarify who is responsible, accountable, consulted, and informed for different tasks or activities. The term "RACI" stands for:

1. Responsible (R): This person or group is in charge of doing the work or completing the task.
2. Accountable (A): This is the person who has the ultimate responsibility and authority for the task. They ensure the work gets done and may be the one held accountable for the outcome.
3. Consulted (C): These are the people or groups who are consulted for their expertise or input before a decision or action is taken. They may provide advice or information.
4. Informed (I): These are the people or groups who need to be kept in the loop. They are informed about the progress or decisions but don't necessarily need to actively participate in the task.

RACI matrix is now introduced with a “S” and also known as RASCImatrix in which “S” refers to Support and involves the person or group who may provide input to the task and assist in completing the task.

In a RACI Matrix, tasks or activities are listed, and each task has roles assigned to it using the RACI categories. This helps everyone on the team understand their roles and responsibilities, reducing confusion and improving communication.

When organizations make changes, people often resist for reasons like not understanding why the change is happening or feeling too comfortable with the current way of doing things. To overcome this, it's important to communicate clearly, address concerns, and provide support and education. The Kübler-Ross Change Curve helps understand the emotional journey during change, and the RACI Matrix is a useful tool for managing tasks and responsibilities. By using these strategies, organizations can make the change process smoother and create a workplace where people are more open to new ways of doing things.