Getting Back on Track


Even the best plans can derail. Conditions change – changing market forces, new directives from headquarters, a change in personnel, a union election, and so on. In other words, resistance to change takes over. Managing organizational change is especially challenging during this stage.

Three critical things to know at this stage:

  • Be able to spot resistance early and in its many subtle forms.
    And be able to determine if the potential derailment is caused
    technical, financial, or human factors. These are common
    sources of resistance to change. If you know these, you can
    avoid many of the real headaches that come with change.
  • Ways to find out why things are going off track. If you judge
    wrong, you can either get people madder at you or waste
    some valuable time.
  • Strategies to turn opposition and reluctance into support.

Here are some tools that can help.

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How to Work Effectively with Level 2 Resistance

Level 2 Resistance is an emotional reaction to the new idea. In short, people are afraid. They fear that with this change they will lose control over their work, lose respect, become overwhelmed by yet another straw on their backs — or-they may be afraid they will lose their jobs.

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How to Work Effectively with Level 1 Resistance

According to a survey of Fortune 500 executives, resistance is the primary reason that changes fail in organizations. In a similar survey conducted by Deloitte Consulting, 80 percent of the CIOs surveyed said that resistance was the main reason why technology projects failed. Not lack of skill or resources, but that soft touchy-feely human reaction of resistance.

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