Moving from resistance to support

Physician Executive, Sept-Oct, 2006 by Edward J. O'Connor, C. Marlena Fiol

"You make me feel so ___"

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Does this sound familiar? Blaming others for the way we feel and claiming they should change so that things will get better. While common, this action seldom leads to desired outcomes. It is more likely that those who stand accused will defend themselves and point out things the accuser has done to justify their actions.

Logically letting others know why they are wrong and you are right is also likely to increase resistance and encourage them to point out the fallacies in your thinking. Telling those who are opposed to your views that they really don't understand can also strengthen resistance. Arguing with them versus listening to them, not acknowledging the validity of their concerns, and stressing the hopelessness of the situation because of their failure to contribute encourage similar behaviors in return.

Pressuring people, not providing them with what they need, and punishing those who disagree with you will ensure that the challenge before you will remain. While resistance may become covert, it will linger.

What other alternatives exist that are more likely to minimize resistance, build support and move individuals forward together through resistance toward desired outcomes?

Minimizing resistance

People have the power to open the door to change or slam it shut. If you want them to cooperate with you in your efforts to bring about change, it is important to shift that which you have control over--your own behaviors--in order to minimize the pain of transition. But which of your behaviors should you change in order to maximize your likelihood of success?

Please step into the shoes of someone who is or has resisted your leadership. Think about the way they see you. We recognize that from your perspective their views may well be wrong, but nevertheless the way they see things does determine the degree of support or resistance you receive.

Would they say that you, as a leader, are vulnerable, share information and acknowledge your responsibility for your contributions to problems? If not, resistance is likely to be higher than it would be if they believed you demonstrated these behaviors.

Would they say you involve them in change processes? Would they say you look for ways to meet their needs, present the change in terms of its impact on them, create clear expectations, use data to initiate, drive and focus change projects?

Do you listen to them and seek to understand their views, clarify common objectives and focus on future solutions versus prior misunderstandings? If they believe you exhibit these behaviors, it is likely to minimize resistance.

What behaviors would you have to change in order to alter the way you are seen in these areas? Given people's current assumptions about your leadership, how long would you have to maintain those changes before they were noticed and had their desired effect? Under what conditions would you put these new behaviors in place (e.g., at the next group meeting, in private sessions, etc.)? What other behaviors would you be willing to change in order to minimize resistance to your leadership?

Building support for your agenda

While minimizing resistance is important, solid sponsorship support is critical to successful change implementation. In fact, a lack of sponsorship support is likely to lead to implementation failure.

Sponsors are people with formal or informal authority who can legitimize a change project. They are typically people who have access to the resources required to pay the bill for supporting the transition effort and/or the formal or informal power to make what they say stick.

Once you have identified these critical senior sponsors for a specific change project, it is important to develop and maintain their support. While you may simply ask for this support, asking alone is not likely to be successful in most situations. Typically a more effective strategy involves identifying the outcomes that specific potential sponsors are committed to and then explaining/demonstrating how your project will provide those outcomes for them. If it is necessary to adjust your project in order to produce the outcomes they desire, then those changes are probably appropriate before asking the sponsors to act.

Strong supporters usually have a clear vision of where a change initiative needs to go and are dissatisfied with the current situation. As a result, they are usually aware of resource requirements and demonstrate their commitment by supplying financial, technical, and human inputs needed to successfully move the change initiative forward. Prioritizing activities, resources, and reinforcements to communicate ongoing commitment to change are also important to implementation success.

Taking steps required to gain and retain sponsorship support is essential to long-term change leadership success.

When the people who must alter their behavior are encouraged to do so by the leadership actions required to minimize resistance and develop strong sponsorship support, change is more likely to occur.