AE July/August 2018 Vol 27 No 4 - 7

UNDERSTANDING AND ADDRESSING CHANGE
Lisa Quast, in an article published on Forbes.com, outlines five reasons people resist. I've listed them below, along
with actions I have found helpful in addressing each one.
1. Fear of the unknown/surprise.
Include everyone who is affected
as early as possible, even if it
means saying something simple
like "The MIPS program is
making big changes but we
don't know what they are yet.
Stay tuned."
2. Mistrust. Trust is built a little bit
at a time by making and keeping
agreements. You do not have
to like someone to trust them.
Trust also has at least two other
components: how we perceive
others' competence and, perhaps
more importantly, their intentions towards us. Seeing trust
as a business asset and working
to increase it in your culture is
something you can pay attention
to continually. You don't want to

regimen. At one-day, one-week,
and one-month intervals, huddle
with those affected. Ask
» What's working and not
working?
» Are any further interventions
called for?
» What misunderstandings can
be cleared up?
» How are people feeling about
the change?
* Be present frequently, offering
support and problem solving.
Verify the change is happening
as agreed.
* Provide structure for measuring
progress. Use tools appropriate
to the task, such as Gantt charts,
working procedures, meeting minutes, agreements for action, etc.

undertake massive change in the
face of a large trust deficit.
3. Loss of job security/control.
Your staff want a measure of
control over their work. Including
them where possible in the aspects
of change that affect them will
help minimize resistance. If their
jobs are significantly changing,
work with them to develop a plan
to learn new skills or a new role.
4. Bad timing. Sometimes too
many things happen at once and
there's nothing we can really do
about it. We often are unaware
of what's happening in employees' personal lives: a new cancer
diagnosis, getting married, taking
care of an elderly parent. We can,
however acknowledge the impact

* Be sober about the time and
effort involved. We tend to
create work plans based on
having everything go perfectly. A
good practice is to double your
estimate of the time involved.
ABOVE ALL, REMEMBER
We probably can't make change
easy; we can make it less hard. Do
what is in your control to successfully implement change. AE
Keith Casebolt (541618-1483; keith@
medicaleyecenter.com) is
CEO, Medical Eye
Center, Medford, Ore.

and demonstrate that managers
care and will do their part to
make the change at work as painless as possible.
5. An individual's predisposition
to change. From a strategy standpoint, it is smart to interview
and hire people more interested
and energized by change than
threatened by it. For people
already in your organization, take
into account their preferences.
Some people want a visual model
of what the change is, some want
face-to-face discussion, many
want repetitive interactions. Don't
assume you can discuss a change
once and then move on. Most
people will have a "24-hour reaction" after hearing something that
will change their work life.

LEARN MORE
Thomas Friedman's latest book,
Thank You for Being Late, provides
more examples of the increasing
scope and velocity of change.
Lisa Quast's article "Overcome
the 5 Main Reasons People
Resist Change" (published Nov.
26, 2012, on Forbes.com at
https://www.forbes.com/sites/
lisaquast/2012/11/26/overcomethe-5-main-reasons-people-resist-change/#26723cb93efd
and summarized in the sidebar
"Understanding and Addressing
Change") explores the psychology
of resistance and offers suggestions
for strategies designed to address it.

www.asoa.org // AE

7


http://www.Forbes.com http://www.Forbes.com https://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#26723cb93efd http://www.asoa.org

Table of Contents for the Digital Edition of AE July/August 2018 Vol 27 No 4

AE July/August 2018 Vol 27 No 4 - Cover1
AE July/August 2018 Vol 27 No 4 - Cover2
AE July/August 2018 Vol 27 No 4 - 1
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