Resistance to change may be active or passive, overt or covert, individual or organised, aggressive or timid and on occasions totally justified.
Sadly most significant change fails to meet the expectations and targets of the proposers. The failure is given the catchall name resistance, yet resistance can be principled and creative as well as from vested interest. Top management is frequently unreasonable in its expectations and time scale, forgetting the process it went through when it decided to make the change.
An effective change manager will prepare an organisation for change in the early stages of project definition and stakeholder review, by taking managers through a similar sales process and responding to their apparent resistance: the creative conflict.
This process is likely to improve the project definition and buy in. It will also ensure that it is clear the moment resistance becomes vested interest.
It is unrealistic to expect an independent change manager to tackle vested interest resistance but the change director can use his or her intervention as a signal to the organisation such interventions should be few but telling.
An...
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