It must be considered that there is nothing more difficult to carry out, nor more doubtful of success,nor more dangerous to handle, than to initiate a new order of things."
It must be considered that there is nothing more difficult to carry out, nor more doubtful of success,nor more dangerous to handle, than to initiate a new order of things."
Niccolo Machiavelli, The Prince
New Managers
• How are they picked?
• What skill sets are necessary?
• Are there specific criteria for the job and is there an exhaustive and complete job description?
Resistance?
• What happens when new managers come in and try to change things?
• What happens when new initiatives are suggested?
• What happens when the team is frustrated and we come up with solutions in staff meetings?
Diagnosing Resistance
• Organizational change WILL run into resistance.
• Your job is to diagnose it, not resent it or wish it would go away.
• Experienced managers know this but still tend to apply a simple set of beliefs about change and generalize:
o "Technicians will never do it that way!"
o "Our receptionists job is to handle change- they won't mind!"
o "Forget trying to ask the doctors to change anything, they won't- especially the owner!"
Diagnosing Resistance
• ALL people who are affected by change experience some degree of emotional turmoil associated with the change.
• Even positive changes (eustress) involve loss and uncertainty.
• New managers have to be aware of what forms the resistance might take.
Feelings First!
• "I will lose something of value."
• "I don't understand what is changing and how it will affect me."
• "I don't think this change makes sense for our practice."
• "I have a low tolerance for change and this makes me nervous."
Self-Interest
• Losing something of value.
o People will focus on their own best interests.
o Resistance is often of a "political" nature.
o How are "politics" expressed in a veterinary practice?
o "It will change my job description."
o Development of me vs. you or us vs. them culture.
o "That won't work..."
Lack of Trust (Misunderstanding)
• Failure to understand the implications of the change.
• Perception that the change will cost more than it actually will.
• Trust issues are almost always between the person implementing the change and their employees.
• How is lack of trust exhibited in a veterinary practice?
o Rumor mill increases.
• Managers have to be quick to remedy rumors by clarifying them and holding employees accountable for the truth.
Different Assessment
• Another reason people resist change is they perceive that the change will create more cost than revenue or more hassle than value.
• Managers who initiate change make incorrect assumptions about how changes will affect staff or the practice/clients. (We are not on the same page).
• If the analysis made by those NOT initiating the change is more accurate than that of management, then resistance can be a good thing.
o Sometimes new managers categorize all resistance to change as bad and might not give it credibility.
Low Change Tolerance
• People can be fearful that they will not be able to develop the new skills and behavior required of them to make the change.
• Change initiatives fail because people are unable to adapt their attitudes and behavior as fast as the practice needs them to.
• If the change is significant and the persons tolerance for change is low they may not even know why they are resisting the change!
Dealing With Resistance
• The good news is that many new managers also underestimate the ways they can positively influence change.
• Your tools are:
o Education and Communication
o Participation and Involvement
o Facilitation and Support
o Negotiation and Agreement
o Manipulation and Co-optation
o Explicit and Implicit Coercion
Educate and Communicate
• One on one
• Staff Meeting
• Memos
• Presentations
• Reports
• Requires that the change initiators (management) and implementers (staff) have a good relationship.
Participation & Involvement
If we involve the team in some aspect of the change we can forestall or eliminate resistance.
Facilitation & Support
• Provide new training.
• Give employees time off after a demanding period.
• Simply listening and providing emotional support.
• Most helpful when fear and anxiety lie at the heart of the resistance.
• Tough managers often overlook this form of resistance (DVM) as well as the efficacy.
Manipulation/Co-optation
• The selective use of information to covertly influence people.
• Conscious structuring of events (selective memory).
• Co-optation usually involves giving an individual a key role in the design or implementation of the change...we are essentially looking for an endorsement of the idea.
• This is risky.
Explicit & Implicit Coercion
• People are "forced" to accept a change by implicitly or explicitly threatening them (with loss of job, promotion possibilities, etc.).
• Almost always risky but sometimes the only tool available when speed is essential and the change is unpopular.
Methods for Managing
Education & Communication
• Where there is lack of information or inaccurate information and analysis
Impact
• Once persuaded the team will often help with the implementation.
• Can be VERY time consuming if lots of people are involved.
Methods for Managing
Participation and Involvement
• Use this method when the people in charge of change do not have the information they need to make the change or where others have considerable power to resist.
• People who participate will be committed to implementation process.
• They will share relevant information that might not have been shared in other settings.
• Again; this can be time consuming.
Methods for Managing
Facilitation & Support
• Use this method when people are resisting because of adjustment problems.
Impact
• No other approach works as well with adjustment problems.
• Can be time consuming, expensive and it can still fail.
Methods for Managing
Negotiation & Agreement
• Where someone or some group will clearly lose out in the change.
• Where resistance power is considerable.
Impact
• Relatively easy way to avoid major resistance.
• Can be a threat to the culture if negotiations and agreements are not honored.
Manipulation/Cooptation
• Used when other tactics don't work .
• When other tactics are too expensive.
Impact
• Quick and inexpensive solution.
• Can lead to future problems if people feel manipulated.
Methods for Managing
Coercion
• Where speed is essential and where the resistance is likely to be powerful.
Impact
• It is speedy and can overcome any resistance.
• Backfires if it leaves employees mad at the initiators of change.
Common Errors of Managers
• Using only one of these approaches instead of a variety...
o The hard headed boss who intimidates and coerce.
o The people who oriented manager who tries to involve the staff in everything.
o The cynical boss who manipulates & co-opts others.
o The lawyer-like manager who tries to negotiate everything.
• Second common error is to not connect a strategic thrust to the change.
Strategic Continuum
Fast Change
• Clearly planned.
• Little involvement of others.
• Mow over any kind of resistance.
Slow Change
• Not clearly planned at the beginning.
• Lots of involvement of others.
• Attempt to minimize resistance.
Strategic Variables
• The amount and type of resistance that is anticipated.
• The position of the initiators vis'-a-vis the resistors (power, trust).
• The availability of relevant data for designing the change and the needed energy for implementing it.
• The stakes involved (extent of crisis, consequences of failure to change).
New Managers
• Can improve the chances of change success by:
o Conducting an organizational analysis that identifies the current state of things.
o Conduct an analysis of who might resist the change and why?
o How much will they resist?
o Select a change strategy that incorporates these variables.
o Monitor the plan.
o Interpersonal skills are the key to success.