Mitigating change resistance, the summary. We've talked about change resistance, let's move into the action planning then to mitigate change resistance. First, we talked in the last video about the plan and the necessary follow through the identification of early adopters and how to leverage that success to involve others through the group dynamics, but also the expectation that there will be some failure. But we need to caution the organization that we don't want to reinforce the resistance. So to the extent we run into problems, we need to address it, contain it and not let it necessarily expand. We also need to chunk the change portfolio so that you're dealing with manageable change.

Initiatives, that doesn't mean that they're disjointed. By no means we need to think about how multiple change initiatives might build upon one another, to create a much larger possibly cultural change initiative. The key though, is to keep each initiative manageable, such that the people in the organization don't become overwhelmed, at the same time, looking at little chunks that don't overwhelm individually or collectively cause fatigue. This is the portfolio management approach to not only the change process, but how to even out the impact on the organization such that there's some action wrist action wrist and the resistance becomes more tolerable. Or becomes fully mitigated. We're also talking about the anticipation and how to confront the resistance, identifying the reasons, oftentimes in the change objective, or the change process, the alignment of the communication with the stages of change, if you are communicating at the wrong stage of change, that will totally be wasted effort and likely to create resistance when you take action.

At that improper stage. We're also need to talk about how to mitigate and manage the resistance. This is the rethinking of the resistance. Yes, resistance is natural. It's emotional, but it's also beneficial feedback. So not only do we need to think about how we define resistance, but how we use that resistance to improve the chain process and the objective are trying to accomplish.

We also need to definitely recognize the six core subconscious needs. Just as we talked about the managers being on autopilot. So to are those being impacted by the organizational change, we need to think through what is in their head that they don't know about the security issues being included in the process, the power structure, people's need for order and alignment. The competence that people need to feel what they're doing, and the fairness and justice that they are not being improperly treated in the change process and what is being changed. We also need to identify the need to dialogue, two way communication to service the emotions were surfacing, not only issues in the objective and the process Put the emotional reactions they have to it and deal with it in a forward, transparent manner. We're talking then about providing clarity and the type of leadership.

For simplicity, think about Dec, leadership, setting direction, setting alignment, focus on getting commitment. That leadership approach encompasses many different leadership styles. But instead of focusing on a particular leadership style, think deep direction, a see commitment, and focus those three aspects in your management of the process and how you put forward the vision for change. We're also talking about how to shift change recipients into change agents, move them from being changed to changing themselves. And having a say in the process, that shift will then allow them to take ownership and reduce the possibility or the severity of the change resistance that might otherwise be felt. We're also talking about decreasing the learning anxiety, allow an adjustment time for the change as well as the time that it might take to go through that learning process.

And as necessary, increased survival anxiety, do not start with survival anxiety. This is the carrot or the stick, lead with the carrot, decreasing learning anxiety, only used to stick survival anxiety as necessary. We're also talking about the change portfolio reducing stress by managing an even level of change so that the resistance doesn't peak, but there's a constant impact Let's also talk then about what we need to remember, and how resistance is defined and who influences it is the Change Manager that defines resistance. And oftentimes, we will see resistance that are in reality, normal everyday occurrences, but we frame it within what we're looking for, to the extent that we are seeing things that are there, we may be improperly altering our management style, and treating the people improperly or thinking that there is a conflict when in reality we're aligned, but ignoring that alignment. So we also need to be careful of not shifting blame for it we control to what we perceive as resistance.

If we shift the blame to others, we can label it to our superiors as we're only dealing Resistance. But in reality, we're the ones that are not only defining resistance, but contributing to that resistance by our viewpoint of how the people are reacting to what we're doing. Preventing resistance. It also involves getting people involved, to the extent possible in defining the objective and how that objective aligns with the problem solution, and how we implement that change in a process across the organization. We're also needing to show that we understand the difficulties that are involved, too often, managers will impose a solution and a process for implementing that solution and think that everything is going to be easy. This then creates a break in a psychological contract, the loss of trust and pounding us versus them relationship that we are not empathetic of what they're going through?

And are we providing sufficient information to establish the context for the change is our vision for what we're trying to accomplish? fully understandable. Without the underlying context, any attempt to explain the vision, we'll have a mental model that passes each other, we need to be able to connect all the different pieces of information that they know about in their scene, not only in the change initiative, but across the organization. And is there open discussion on the change objective and the change process being employed? Let's now turn to the core essentials that we have to get right and to the extent that we don't get them right we will create resistance First, knowing what the change this is obvious, what's not always obvious is what not to change. A lot of times we don't focus on the total picture and how the change will impact other aspects of the organization, or are we changing things needlessly, that may be part of the core values to the company holds or other processes that will have unintended consequences elsewhere.

So we also in all cases, need to identify what changes what not to change. Secondly, the differentiation between change leadership, change management, there are different functions. Think about leading the vision for change, but managing the change process. To the extent that you don't match the leadership and the management functions properly, you increase the possible ability of resistance needlessly. Thirdly, knowing how to involve people, most of this course has talked about involving people at different levels different ways. To the extent that you exclude them, you are leaving out a major contribution that they may bring to the change process as well as creating resistance because of that exclusion.

And lastly, managing the change portfolio for essentials. To the extent that you ignore any of these four, you will be setting up a recipe for failure through the increase of change resistance. What do you now need to do differently, knowing what you now know about change resistance