(Managing Resistance To Change Cont. 3)

Integrating Resistance Management Throughout the Project Life-cycle

Identifying components of resistance via:

- employee feedback (important loop)

- people manager input (the managers are given the opportunity to provide direct feedback from project teams)

- project team issues (identified issues should be recorded and monitored appropriately)

- compliance audits (these are conducted as part of post-implementation support activities and focus on proficiency metrics to help identify additional areas of resistance and what support is needed)

Activating roles to manage for resistance, ie it is a team role (everybody has a role from senior managers downwards); the people managers are important elements in managing resistance as they work closely with people and the teams who report directly to them including front-line staff; so they can identify resistance and its root causes from both a personal and organisational perspective.

"...change practitioners bring a structured approach to change management, which includes taking steps to build awareness about why the change is happening, why it is happening now, and the risk of not changing......focusing on
- how to have open and honest conversations and coach their employees
- how to communicate key messages in a way that connects with the interests of the employees
- how to identify barrier points and work to address them
- how to help employees be successful until further changes fully place..."
Prosci, 2023p

NB In those cases, the number 1 reason for resistance to change is lack of awareness about  the reason to change; leaders and managers are employees first and managers second.