Tag Archives: change resistance

How to Defeat Corporate Antibodies

A Guide to Beating Resistance

How to Defeat Corporate Antibodies

GUEST POST from Stefan Lindegaard

Imagine yourself as the CEO of a mid-sized organization that’s struggling to grow and adapt to the ever-changing business landscape. You decide that it’s time for a significant transformation, which will involve new partnerships, revamped processes, and a shift in the company’s culture.

Despite the potential benefits, the proposed changes are met with strong resistance from within the organization. Corporate antibodies, individuals who fight against innovation and maintain the status quo, are now the biggest challenge to overcome.

In this guide, we’ll walk you through a story that illustrates the impact of corporate antibodies on organizational development and explores the role of organizational culture, leadership, and employee engagement in fostering a supportive environment for change.

A Tale of Two Teams

In our fictional organization, there are two departments that perfectly illustrate the impact of corporate antibodies on organizational development: the marketing team, led by an open-minded and forward-thinking manager named Susan, and the finance department, led by a risk-averse and conservative manager named Mark.

Susan’s marketing team is known for embracing new ideas and encouraging collaboration. She has created a culture where employees are motivated to share ideas, challenge assumptions, and learn from failures. On the other hand, Mark’s finance team resists any proposed changes and defends the status quo. Mark is wary of any initiatives that could disrupt the stability of his department and is often skeptical of suggestions coming from outside his team.

The Power of Culture

One day, during a company-wide meeting, the CEO announces a new partnership with a cutting-edge technology company to streamline processes, reduce costs, and drive innovation across the organization.

Susan’s marketing team quickly embraces the idea, eager to explore the opportunities this partnership could bring. They begin brainstorming ways to integrate the new technology into their work and share their ideas with other teams.

In contrast, Mark’s finance team reacts with apprehension and skepticism. They question the need for such a drastic change and raise concerns about potential disruptions to their well-established processes. Mark himself is hesitant to support the initiative, fearing that it might expose weaknesses within his department and lead to a loss of control.

Detecting Corporate Antibodies

The stark difference between the two teams becomes apparent during meetings and discussions about the upcoming transformation. The finance team, led by Mark, expresses their resistance through statements like:

  • “We already tried something similar, and it didn’t work.”
  • “Our current process has worked fine for years; there’s no need to change.”
  • “If that were a good idea, we’d already have thought of it.”

Some individuals in the finance team genuinely believe they’re looking out for the company’s best interests, while others prioritize their personal interests or fear the potential consequences of change.

The Battle Begins

As the transformation moves into the incubation phase, the tensions between the two teams escalate. Susan’s marketing team starts working closely with the new technology partner, sharing their progress and achievements with the rest of the organization. They demonstrate the positive impact of the change initiative and inspire other departments to get on board.

Meanwhile, Mark’s finance team continues to resist the change, erecting roadblocks and questioning every decision made by the marketing team and the technology partner. Their relentless negativity creates a tense atmosphere and slows down the progress of the transformation.

The Turning Point

As the organization enters the Acceleration stage, the CEO recognizes the need to address the corporate antibodies that are hindering the company’s growth. She decides to implement the following strategies to manage resistance and foster a more supportive environment for change:

  1. Engage potential blockers: The CEO invites Mark and key members of his finance team to participate in decision-making processes, ensuring they feel valued and included. By involving them in shaping the transformation, she gradually turns some of the blockers into backers.
  2. Encourage open communication: The CEO fosters a culture where employees can voice their concerns and suggestions without fear of backlash. This allows the organization to identify and address potential issues early on, reducing the likelihood of resistance emerging later in the process.
  3. Provide support and resources: The CEO allocates resources to offer training and support to employees who need help navigating the change process. This alleviates anxieties and creates a more positive attitude towards the change initiatives.
  4. Celebrate successes: The CEO acknowledges the achievements of Susan’s marketing team and other departments that have embraced the change. Recognizing progress and milestones helps maintain morale and motivation while demonstrating the benefits of the transformation.
  5. Foster collaboration across departments: The CEO organizes cross-functional workshops and team-building activities that encourage employees from different departments to work together. This helps break down silos and promotes a greater understanding of the benefits of the change initiative across the organization.
  6. Appoint change champions: The CEO identifies key influencers within the organization who can help advocate for the change and address concerns from their peers. These change champions play a critical role in maintaining momentum and enthusiasm for the transformation.
  7. Establish a feedback loop: The CEO implements a system for collecting regular feedback from employees about the progress of the transformation. This allows the leadership team to monitor the effectiveness of their strategies, make necessary adjustments, and address any emerging concerns promptly.

With these additional strategies in place, the organization begins to witness significant progress in its transformation journey. The impact of the corporate antibodies is gradually diminished, and a culture of innovation and adaptability starts to flourish.

Monitoring Progress and Ensuring Long-term Success

The CEO understands the importance of monitoring progress and adjusting strategies as needed to ensure the long-term success of the transformation. To do this, she establishes a set of key performance indicators (KPIs) that help track the progress of the change initiatives and their impact on the organization. These KPIs may include employee engagement, cross-functional collaboration, efficiency gains, and financial performance.

Additionally, the CEO remains vigilant for signs of lingering resistance or the re-emergence of corporate antibodies. By maintaining open lines of communication and actively soliciting feedback from employees, she can quickly identify and address any issues that might hinder the organization’s development.

The conclusion is that identifying and tackling corporate antibodies is essential for successful organizational growth and transformation. By understanding the reasons behind their emergence and applying effective strategies to manage them, organizations can build a positive environment for change and promote long-lasting progress.

Emphasizing a strong organizational culture, good leadership, and employee engagement can help ensure your organization’s development efforts succeed, leading to a more resilient and adaptable business in a constantly changing world.

Image Credit: Stefan Lindegaard

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Kickstart Change with Reclaimed Focus and Attention

Kickstart Change with Reclaimed Focus and Attention

GUEST POST from Janet Sernack

In 2019 we experienced the shock and the pain that resulted from the globally disruptive global Covid 19 pandemic. To both survive and thrive in the new decade of uncertainty, many people still need help and guidance to connect to, understand and manage their anxieties, fears, inertia, and confusion about the future to effectively ride the waves of disruptive change. Yet, according to Johann Hari, in his best-selling book – Stolen Focus, all over the world, our focus and attention have been stolen, and our ability to pay attention is collapsing, and we need to be intentional in reclaiming it.

He describes the wide range of consequences this has on our lives, which are further impacted by pervasive and addicting technology we are being forced to use in our virtual world, exasperated by the pandemic and the need to work virtually, from home. He reveals how our dwindling attention spans predate the internet, and how its decline is accelerating at an alarming rate.

He suggests that if we want to get back our ability to focus, stop multitasking and practice paying attention. Also, if we want to kickstart change and help people feel confident in their readiness, competence, and capacity to change and innovate in a world of unknowns, it all starts with improving our ability to pay deep attention to what is really going on.

Yet, in the thesaurus there are 286 synonyms, antonyms, and words related to paying attention, such as: listen, and giving heed, so what might be the key first steps to take in reclaiming your focus and attention?

Power of focus and attention

  • Energy flows where attention goes

Placing our focus and attention activates our energy, and our energy flows where our attention goes.

So, if you have been feeling tired and lethargic, or overwhelmed and burned out, then take a moment to consider how you might score yourself on an attentive-distractive continuum and consider how similar, or different you are to US college students who can now focus on one task for only 65 seconds, and where office workers on average manage only three minutes?

  • Being intentional

Involves getting clear upfront about what you want to achieve, by setting an intention to achieve a specific outcome or result in the future that is important to you.  In a world of unknowns, paying deep attention and being intentional are the key foundations for recovery, rebalance, and transformation.

Limiting ways of seeing, being, and acting in the world  

Many people are still experiencing unconscious intrinsic, or reactive responses to their pandemic-induced work situations and are suffering from stress overload, overwhelm, and burnout.

This is because our autonomic nervous systems, which control our cardiovascular, respiratory, digestive, urinary, and reproductive functions, and responses to stress, operate outside of our conscious control in two different and co-dependent and often competing systems.

  • Parasympathetic fight or flight system

Put very simply, our sympathetic nervous systems get overloaded by heightened stress levels, which ignite our protective fight or flight system, which normally allows our bodies to function under stress and danger, and, as a result, impacts significantly on our levels of tiredness, exhaustion, and burnt-out emotional, mental and physical states.  This exasperates our inherent, unconscious needs to self-preserve (gut), feelings of isolation and loneliness (heat), and having the limited presence of mind (head) and reverts many of us into survival mode, and shift out of alignment, where we become physiologically incoherent (out of balance).

Which is not conducive to knowing and activating what we can truly, really, and actually influence and control in our lives, which requires us to effectively balance chaos with order.

  • Reduced capacity

When operating in survival mode, we are unable (like the US College students) to take the sacred pauses we need to make the space to attend and observe, through retreat, and reflection.

We are no longer able to access our inner knowing, play in the space of possibility, create a normalized state of equilibrium and calm, and be coherent and congruent in our daily lives.

Our overall capacity to set clear goals, make smart decisions, creatively solve problems, courageously take the right actions, harness our intuition, compassionately cultivate understanding and perception, develop good relationships, learn and develop, and finally, our health and well-being, are significantly reduced.

Initiate reclaiming focus and attention

Because we don’t know if companies will ever return to their pre-pandemic-like worlds, and become future-fit, people need to be reskilled in how to focus, how to observe, how to deeply focus and attend, and how to be intentional.

Developing daily habits to be focused and productive

  1. Being intentional about breathing

 To help balance and initiate harmonizing our autonomic nervous systems, develop physiological coherence, to respond optimally to the world, starts with developing focus and attention on your breath.

Doing this helps your neurology to relax, reduce stress and anxiety, increase calmness, and reconnect to the self.

Sounds simple, yet in my global coaching practice, clients would often turn up feeling overwhelmed and incoherent, so we would begin the session with a “box breathing” exercise. This involves breathing while you slowly count to four for a total of four times – four counts of breathing in, four counts of holding your breath, four counts of exhaling, and four more counts of holding after your exhale. We could both be grounded, and coherent, to partner and connect in high-impact and productive sessions.

  1. Being intentional in stepping away from your screens

According to one 2019 survey of 1,057 U.S. office workers, 87 percent of professionals spend most of their workday staring at screens: an average of seven hours a day. Closing your laptop and taking a quick walk outside, in nature allows your brain to recharge for your next task, and enables your autonomic nervous system to take a well-deserved break and calm down.

Sounds simple, yet in my global coaching practice, clients found this very difficult to do, this might involve no TV screens in bedrooms, leaving phones outside bedrooms, turning phones off at 8.00 pm, buying an alarm clock, setting and sticking to a dedicated start and finish work times, taking regular lunch breaks outside in nature and coffee breaks with friends. Be playful and allow your mind to enjoy wandering into wondering.

  1. Working in focused intervals

A recent article in Inc stated that –  “In addition to the seven or eight hours of adequate sleep that so many entrepreneurs and CEOs neglect, taking smart breaks during your workday, and having longer periods of downtime are keys to being more productive”.

Sounds simple, again in my global coaching practice I had to negotiate with clients to be intentionally disciplined and methodical in planning their days, weeks, and months. This involved scheduling time to initiate or sustain a mindfulness or meditation practice, engage in a regular exercise program, go shopping to buy and eat healthy foods (eliminating desk-side snacks), being clear on key deliverables and breaking down key tasks into bite-size bits, and saying no to meetings that don’t contribute towards achieving these.

When we change the way we attend, a different world can come forth, for ourselves, others we are interacting with, and the environment we are operating within. When we know how to really, truly, and deeply attend, and observe, we can go to our place of deeper knowing, rethink and then act swiftly and inflow to effect the transformational breakthroughs that change the world as we know it.

Find out more about our work at ImagineNation™

Find out about our collective, learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack, is a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, which can be customized as a bespoke corporate learning program.

Image Credit: Pixabay

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Top 10 Human-Centered Change & Innovation Articles of November 2022

Top 10 Human-Centered Change & Innovation Articles of November 2022Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are November’s ten most popular innovation posts:

  1. Human-Centered Design and Innovation — by Braden Kelley
  2. Four Ways to Overcome Resistance to Change — by Greg Satell
  3. What to Do When You Don’t Know What to Do — by Mike Shipulski
  4. 5 Simple Steps for Launching Game-Changing New Products — by Teresa Spangler
  5. Why Small Teams Kick Ass — by Mike Shipulski
  6. Crabby Innovation Opportunity — by Braden Kelley
  7. Music Can Make You a More Effective Leader — by Shep Hyken
  8. Lobsters and the Wisdom of Ignoring Your Customers — by Robyn Bolton
  9. Asking the Wrong Questions Gets You the Wrong Answers — by Greg Satell
  10. Brewing a Better Customer Experience — by Braden Kelley

BONUS – Here are five more strong articles published in October that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last two years:

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Four Ways to Overcome Resistance to Change

Four Ways to Overcome Resistance to Change

GUEST POST from Greg Satell

Why are organizations so resistant to change? Many point to a corporate immune system or to organizational antibodies that instantly attack change. The idea is that leaders prefer stability to disruption and put systems in place to reduce variance. These systems will instantly seek out and destroy anyone who tries to do anything different.

This is a dangerously misleading notion. There is no such thing as a corporate immune system. In fact, most senior executives are not only in favor of change, they see themselves as leading it! However, while most people are enthusiastic about change as a general concept, they are suspicious of it in the particular.

The truth is that is if the change you seek has the potential to be truly impactful, there are always going to be people affected who aren’t going to like it. They will seek to undermine it, often in very dishonest ways. That’s just a fact of life that you need to accept. Yet history clearly shows that, with a smart strategy, even the most ardent opposition can be overcome.

1. Ignore The Opposition — At First

The first principle for overcoming resistance is to understand that there is no reason you need to immediately engage with your active opposition. In fact, it’s something you should do your best to avoid in the early stages when your idea is still untried, unproven and vulnerable.

All too often, change initiatives start with a big kickoff meeting and communication campaign. That’s almost always a mistake. In every organization, there are different levels of enthusiasm to change. Some will be ready to jump on board, but others will be vehemently opposed. For whatever reason, they see this particular idea as a threat.

By seeking to bring in everybody at once, you are very likely to end up spending a lot of time and energy trying to persuade people who don’t want to be persuaded. The truth is that in the beginning your idea is the weakest it’s ever going to be. So there’s no reason to waste your time with people who aren’t open to it.

If you find yourself struggling to convince people, you either have the wrong change or the wrong people. So at first, seek out people who are already enthusiastic about your vision for change and want it to succeed.

2. Identify Your Apostles

In retrospect, transformations often seem inevitable, even obvious. Yet they don’t start out that way. The truth is that it is small groups, loosely connected, but united by a common purpose that drives transformation. So, the first thing you want to do is identify your apostles—people who are already excited about the possibilities for change.

For example, in his efforts to reform the Pentagon, Colonel John Boyd began every initiative by briefing a group of collaborators called the “Acolytes,” who would help hone and sharpen the ideas. He then moved on to congressional staffers, elected officials and the media. By the time general officers were aware of what he was doing, he had too much support to ignore.

In a similar vein, a massive effort to implement lean manufacturing methods at Wyeth Pharmaceuticals began with one team at one factory, but grew to encompass 17,000 employees across 25 sites worldwide and cut manufacturing costs by 25%. The campaign that overthrew Serbian dictator Slobodan Milošević started with just 5 kids in a coffee shop.

One advantage to starting small is that you can identify your apostles informally, even through casual conversations. In skills-based transformations, change leaders often start with workshops and see who seems enthusiastic or comes up after the session. Your apostles don’t need to have senior positions or special skills, they just have to be passionate.

3. Shift from Differentiating Values to Shared Values

People feel passionately about things that are different. That’s why the first product that Steve Jobs launched after he returned to Apple was the iMac. It wasn’t a very good computer, but its bright colors were designed to appeal to Apple’s passionate fan base, as was the “Think Different” ad campaign launched around the same time.

Yet if all Steve Jobs had to rely on was difference, Apple would have never grown beyond its most ardent fans and become the most valuable company in the world. It was the company’s growing reputation for high quality and smart features that brought in new customers. True change is always built on common ground.

One of the biggest challenges in driving transformation is that while differentiating values make people excited about an idea, it is shared values that help grow a movement. That doesn’t mean you’re abandoning or watering down your principles. It just means that you need to meet people where they are, not where you wish them to be.

For example, the Agile Manifesto has inspired fierce devotion among its adherents. Yet for those outside the Agile development community, its principles can seem weird and impractical. If you want to bring new people, it’s better to focus on shared values, such as the ability to produce better quality projects on time and on budget.

4. Create and Build on Meaningful Success

The reason people resist change is that they have a certain level of comfort with the status quo. Change forces us to grapple with the unfamiliar, which is always uncomfortable. There are also switching costs involved. So, if you want your change to take hold, at some point you are going to have to prove you can get results.

One great example is the PxG initiative at Procter & Gamble. It got started when three mid-level executives decided that they could dramatically improve a process. They didn’t try to convince anybody or ask for permission but were able to reduce the time it took from weeks down to hours. That started a movement within the company that has attracted thousands.

When Experian CIO Barry Libenson started a cloud transformation at his company, he didn’t force anybody to go along. Instead, he focused on helping product managers who wanted to build successful cloud projects. As they began to show concrete business results, the pressure for others to get with the program increased.

Perhaps most of all, you need to accept that resistance is part of change and that’s not necessarily a bad thing. In fact, skeptics can often point out important flaws in your idea and make it stronger. The difference between successful revolutionaries and mere dreamers is that those who succeed anticipate resistance and build a plan to overcome it.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Overcoming Resistance to Change in the Workplace

Overcoming Resistance to Change in the Workplace

GUEST POST from Art Inteligencia

Change is an inevitable part of today’s workplace. Whether driven by external forces such as technology, or internal factors such as restructuring, it’s important to know how to effectively manage resistance to change in the workplace. Employees have their own preferred ways of carrying out their job, and asking them to change the way they’re working can be disruptive. Here we will explore some key strategies for managing resistance to change, illustrated with case study examples.

Understand the Underlying Cause

The first step to overcoming resistance to change in the workplace is to understand exactly why employees are resisting the change. It could be due to a lack of information or understanding, simply being comfortable with the status quo, or it could be driven by office politics or a fear of the unknown. Once the underlying cause is understood it is easier to develop a plan to successfully manage the resistance.

For example, when Cupcake Company rolled out a new online customer ordering platform, employees were hesitant to get on board with the change. After flagging this resistance with management, they realized that employees didn’t have enough meaningful information about how the new system worked. They quickly organized training sessions to explain the new process, and started to monitor who was using the system to fine-tune it where needed.

Engage and Involve Everyone Who Will Be Affected

It’s important to engage and involve employees who will be affected by the change. This will help to build a sense of ownership and responsibility for the change, and will give them the opportunity to provide feedback and suggestions for how the change could be better managed.

For example, when the Retail Store began introducing self-checkout into its stores, they gathered a team of employees from diverse backgrounds to be ‘change champions’. These change champions were responsible for educating their peers about the benefits of the new system and encouraging them to adopt it. They also gave active feedback to the management team about any issues or problems they were facing. This approach helped to ensure that everyone involved was bought into the changes and invested in their success.

Communicate and Promote the Benefits

Employees will be more likely to accept a change if they understand the benefits of it. Companies should communicate and promote the benefits of the proposed change before it is implemented, and keep the lines of communication open throughout to ensure that employees are kept informed of developments.

For example, when a manufacturer was introducing robotic automation, they used a mix of in-person and virtual events to communicate the benefits of the new system to their workforce. They showed their employees how the new system could help free up their time for more value-added tasks, and offered skills development and training opportunities for those who wanted to gain experience in the new area. By focusing on the tangible value that employees could get from the new system, they were able to create a more positive outlook on the change.

Create a Supportive Environment

A supportive environment is essential to help employees embrace change. This can involve mentorship programs, workshops, and activities that allow employees to practice their new skills and exchange ideas on how to optimise the change.

For example, when a tech company launched its new cloud software, they dedicated a team of “change ambassadors” who acted as role models and mentors for other employees. They held regular knowledge sharing sessions and open forums to discuss ideas about how to make the most of the new system. The ambassadors also ran practice sessions for those who were new to the software and led workshops to help employees build confidence in their new skills. This approach created an open and supportive environment in which employees were comfortable to try out the new system and learn from their mistakes.

Building a Culture of Change

Forming a culture of change takes time, but it is worth investing in. Management should encourage employees to take ownership of the change and be proactive in creating new opportunities to optimize the system. This could involve setting incentives for employees who come up with innovative solutions, or implementing process improvement initiatives that allow everyone in the organization to contribute to the change process.

For example, when an accounting firm began introducing automation, they implemented a quarterly “change feedback” program. This program allowed employees to provide feedback and suggestions on how the automation process could be improved, and rewards those who came up with the most innovative ideas. By inviting the entire organization to be part of the change initiative, the firm was able to better manage resistance to change and speed up the transition process.


Change is often disruptive, but it is also an essential part of staying competitive and innovative. Through understanding the underlying cause, engaging and involving everyone who will be affected, communicating and promoting the benefits, creating a supportive environment, and building a culture of change, companies can successfully manage resistance to change in the workplace and find new ways to optimize their systems.

SPECIAL BONUS: Braden Kelley’s Problem Finding Canvas can be a super useful starting point for doing design thinking or human-centered design.

“The Problem Finding Canvas should help you investigate a handful of areas to explore, choose the one most important to you, extract all of the potential challenges and opportunities and choose one to prioritize.”

Image credit: Pexels

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Measuring Change Readiness

Measuring Change ReadinessAre you and your organization ready for change?

Too often organizations define the change effort they want to pursue without first identifying whether there are people, resources, legislation, etc. present that must be in place before the change effort can begin. We will explore the circumstances you may want to explore before beginning any change effort and the areas to explore as potential prerequisites to the change program and its eventual success.

During the course of any change initiative many different challenges will appear, and the most successful change efforts will anticipate those challenges and have a plan for dealing with them. Part of that anticipation begins with identifying how ready the organization is for change.

The Change Planning Toolkit™ is designed to assist your change planning team by making the planning process easier with its collection of 50+ frameworks, methodologies and other tools.

One of the keys to change planning success is carefully identifying the prerequisites for change, including:

  1. What must we know? (Knowledge)
  2. What must we have? (Tools)
  3. What must be completed? (Foundation)

This information is captured in one of the worksheets in the toolkit.

One other concept we should stop and discuss briefly is the idea of change saturation. This concept captures the idea that organizations in general, and certain individuals in specific, can only absorb so much change at one time. One frequent occurrence with change efforts is the situation where more than one project or larger change effort may require the same human, financial, physical, information or other resources at the same time. To become aware of this situation and to enable you to work to mitigate the effects of change saturation, you will want to build a heat map identifying the different timing, duration, and intensity of the different requirements all of the different projects and change efforts will place on the different types of resources within the organization. This too is a prerequisite.

Another prerequisite for change is having a deep understanding for what the current state looks like, including having answers for the following:

  • Who is feeling the pain? Pushing for the change?
  • What is the pain caused by the current state?
  • Where is the bulk of the change likely to take place?
  • When did the current state start causing pain?
  • Why is the change being pursued

These questions can be asked and answered during your change planning session, but they must be asked and the answers must be integrated into your examination of your readiness for this change BEFORE you actually begin the change.

An additional prerequisite for change is also having a deep understanding for what the desired state will look like, including answers for the following:

  • Who are we making this change for? Who will feel the greatest benefit from this change?
  • Where will the resources and support come from?
  • When do we need/want to complete the change process by? Is there a legal deadline?
  • What solution would we like to see in place?
  • Why is this solution better than the status quo?

Finally, to be ready to pursue a change the organization must have people in place to look after each of the Five Keys to Successful Change and should be familiar with both the Architecting the Organization for Change framework and my PCC Change Readiness Framework (these are three of the free downloads from the toolkit).

My PCC Change Readiness Framework focuses on the psychology of key groups surrounding the identified change, the capabilities needed to successfully execute the change, and the organization’s capacity to tackle this change effort (along with everything else).

PCC Change Readiness Framework

You will notice that I don’t speak about organizational psychology or culture in my PCC Change Readiness Framework. The reason I don’t highlight culture in the same way that many other people do is that in today’s more social, customer-centric business, we must look more broadly than the typical inward focus of company culture when it comes to identifying the readiness of not only employees, but leaders, customers, and partners too. Inevitably many of our change efforts will have some impact on one or more external groups (possibly even non-profit entities and one or more governments).

You will notice that within the PSYCHOLOGY box there is a common focus on the mindsets, attitudes, beliefs and expectations of the individuals. Culture is incorporated into the psychology realm by focusing on what the shared understandings are around the potential change, but more broadly too. And, finally you will notice that my PCC Change Readiness Framework highlights the need for successful change efforts to move towards gaining commitment to the change from leadership, acceptance of the change by employees, and a desire for the change from customers and partners.

Within the CAPABILITY box of my PCC Change Readiness Framework we must investigate whether our change effort has any regulatory or statutory implications and whether we are ready to adapt, adopt or influence the changes necessary in this sphere. We must also ask ourselves a series of questions:

  1. “Do we need to get permission from anyone to do this?”
  2. “What knowledge, skills, and abilities needed for this change do we already possess?”
  3. “What knowledge, skills, and abilities needed for this change do we need to acquire?”
  4. “What relationships do we possess that will be useful in advancing the change?”
  5. “What relationships do we need to build to help advance the change?”
  6. “What are the enablers of making this change successful?”

Within the CAPACITY box we have to look at where our resources are approaching, or have already achieved, change saturation. This means they are unable to productively participate in any more change efforts or adopt any more change. But we also have to look at the availability of our resources:

  1. Human
  2. Financial
  3. Physical
  4. Information
  5. Executive Sponsors
  6. Space in our desired communication channels

It is easy to take for granted that the organization will have the capacity to undertake your change effort, but often there are capacity constraints that you will run into, especially as the pace and volume of change increases inside an organization. The one that is easiest to overlook and fail to plan for, is making sure that you’re going to be able to communicate your change messages in your desired messaging channels (they may already be full).

There is a worksheet that goes with the PCC Change Readiness Framework that will help you capture information around the:

  • History
  • Capability
  • Capacity
  • Partners
  • Context
  • Leadership
  • Employees
  • Customers
  • Shared Understanding
  • Strategic Alignment (Commitment)
  • Cultural Alignment (Acceptance)
  • Brand Alignment (Desire)

EDITOR’S NOTE: I’ve gone ahead and created a free downloadable flipbook PDF for people to grab. It was inspired by Braden’s article titled Change the World – Step Two, which was the follow-up predictably to Change the World – Step One.

PCC Change Readiness Framework Flipbook

You will find these companion tools for the PCC Change Readiness Framework in the Change Planning Toolkit™ to download for printing and use in your collaborative exploration of your change readiness.

Get Your Copy of Charting ChangeIn my next book Charting Change we will investigate additional aspects of change readiness and have a special section from one of my invited guest experts in the book, Beth Montag Schmaltz of PeopleFirm looking at several topics including change fatigue, where the change threshold lies, why people resist change, how to reduce change fatigue, how to build change capability, what change capable employees look like, and how you can embed change behavior into the very fabric of your organization.

The book is available for pre-order, and has received several strong endorsements, so I hope you’ll pick up a copy (or one for each member of your team). You can find more information on the Charting Change book page.

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Change Resistance is Not Inevitable

Change Resistance is Not InevitableThe idea that people always resist change is a lie, and it is extremely damaging to organization’s seeking to increase their organizational agility.

The truth is that people only resist changes that they either do not understand or for which they do not interpret there to be benefits great enough to offset the costs of their participation.

The truth is also that the natural response to a potential change in an organization is greatly impacted by the level of trust in an organization.

While it is a lie that change resistance is inevitable, it is true that executing change is hard. If it wasn’t, 70 percent of change efforts wouldn’t fail, but they do. There are many reasons for this, including the fact that most change efforts are communicated not explained.

Let’s look at definitions of both words from Dictionary.com to see the root of this difference:

Communication: A document or message imparting news, views, information, etc.

Explanation: A mutual declaration of the meaning of words spoken, actions, motives, etc., with a view to adjusting a misunderstanding or reconciling differences

You’ll notice here a big difference between the two mindsets – seeking to communicate versus seeking to explain. When you focus on explaining the change, you are focusing on ensuring UNDERSTANDING, and when people understand the change, and the purpose for the change they will be more likely to support the change.


One great way for increasing your ability to explain change is the use of a tool like the Change Planning Canvas™ to involve more people in the planning of a change, which increases the number of people capable of explaining the change and its purpose, plus it provides a visual map of the change effort that explains the change at a glance.

This is not say that even when people completely understand a potential change and the purpose for it, that they still might not not fight against it, but they will be more likely to support the change.

Change Planning Canvas

(For Illustration Purposes Only – Get the toolkit or the book for a clear copy)


The Change Planning Canvas™ is one of the more than fifty tools that make up my new Change Planning Toolkit™ that is now available via individual licenses for educational use and site licenses for professional and commercial use. It helps you move away from the incredibly counter-productive practice of planning change in isolation.

Organizations that do a better job of explaining their changes and the purposes for them, not coincidentally also tend to build up a higher level of trust over time, and organizations that do a better job at change explanation and maintain higher levels of trust are able to change faster!

But some people may still resist, why?

Some people may resist your change effort for a number of different reasons, but you need to identify up-front not only why people resist but also who will likely resist. Change Planning Toolkit™ users will want to capture the group’s thoughts on who will resist in the middle box of the People Worksheet from the toolkit and the corresponding box on the Change Planning Canvas™.

Some of the typical reasons why people will resist include:

  • inability to see the need for change or relevance;
  • loss of certainty (includes fear of job loss);
  • loss of purpose, direction, or status;
  • loss of mastery (includes loss of expertise/recognition);
  • loss of control or ownership;
  • loss of connection or attachment;
  • lack of trust or clarity;
  • fear of failure (feel unprepared);
  • see proposed change as irrelevant or a bad idea;
  • feel overwhelmed by thought of change.

You’ll want to identify the individuals or groups who have one of the above reasons for resisting change, and you will want to plan from the start to overcome that resistance in the same way that any good salesperson plans for objections, learns to hear them, and practices how to overcome them (for example, by developing and sharing strategies with coworkers).

Overcoming Resistance Worksheet

(For Illustration Purposes Only – Get the toolkit for a clear copy)


In the Change Planning Toolkit™ I’ve provided space in the Overcoming Resistance Worksheet for your team to brainstorm both the groups and individuals likely to feel any of these reasons for resistance, together with space to capture some ideas for overcoming these objections (aka resistance).

The Change Planning Toolkit™ also provides the Five Change Reactions Worksheet which allows you to identify which groups and individuals tend towards each of the five change reactions highlighted in this worksheet and explained in my book Charting Change.. These five change reactions typically occur in a standard distribution (aka bell curve) and you can increase the chances of your change success by shifting enough people to the left along the curve.

So, there you have it, a quick look at The Big Change Management Lie about the inevitability of change resistance and some ways that it can be avoided or at least mitigated, and an introduction to how some of the tools from the Change Planning Toolkit™ can provide even more help.

Accelerate your change and transformation success

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