Let's now take a few minutes to summarize our understanding of change resistance. First, what does successful change really involve? It really gets down to consciously developing a change plan, moving away from the autopilot approach that we too often take and focus on the core unconscious needs that are often unexpressed by the people being impacted by the change. We also have to identify the reasons for their resistance, those that may not only be hidden, but those that are involved with their identity, the power structure, the way things have been done, the past, the unlearning the new learning, the mixed communication, the lack of context everything that we've done Discuss that goes into change resistance. We also have to learn how to involve the people so that we can learn from them. What did they know that we are overlooking?

This is how we define resistance. That may not necessarily be resistance, but somebody else's view of what is best for the organization. We're also going to be moving from a resistance to commitment. First, if there's no change, is it active resistance? Or is it people in stage one of change? This is where they don't have the context for change.

They're ignorant. They don't know there's a need for change. So they're not changing. This is not resistance. This is stage one stage of change. Also, is there agreement with change, but no action.

This could be passive aggressive behavior, where they are giving some verbal agreement, but not taking behavioral movement. But this also could be a stage to change. The stage to change is involved where there's an agreement to change in as much as they see the need to change, but they haven't yet reached the decisional balance of balancing the benefit of changing versus the cost of changing without that decisional balance. While they may agree with the problem, they're not yet in agreement fully with the change, objective and moving forward. So is it passive aggressive, or is it the second stage of change? Third would be the agreement, but no action plan.

This could be a lack of preparation, the stage three, where they are in agreement that change the tipping points been reached. But they are not yet prepared. They're lacking the training. They're lacking the motivation, the peer support, everything that is involved with actually moving from an agreement into action. Finally, we get into compliance, the desired behavior is being exhibited. But because it's not yet commitment, there is a potential of backsliding, they are short term action oriented, but nonetheless, we are getting the desired behavior.

Finally, that commitment, they're fully on board with the change and they are internalizing it so that the maintenance of the change becomes more likely. Let's now talk about how you apply it. ties your actions for effectiveness. This is the range then from late in the process down at the bottom toward early in the process and the different stages of effectiveness dependent upon where and what you do to address change resistance. Typically, we're in the middle here, we're either managing a problem negotiating around the edges, or we're dealing with the problems ad hoc or possibly ignoring them. This is where most change resistance management occurs.

We also have the bottom to the manipulation, the corrosion or declaring success in lieu of failure. These are typically associated with the failure itself, in that if you are heavy handed, with the manipulation and the corrosion, chances are you may get limited compliance, no commitment, and everything can come unwound very easily. Ideally, where you need to be is in the top to success. You either are involving the people in the change process or you're planning for resistance. Ideally you do the involvement, but oftentimes of circumstances involved with the change objective limits that capability due to confidentiality or sensitivity of the problem being dressed and solution that may need to be required. So I would combine these two as good options, ideally, involvement, but that often falls back into the need to plan involve as much as possible when possible.

Where in the change process are you and when Will you be addressing change resistance?