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Managing Resistance to Change

Language:  English
Change is inevitable and often appears to be a constant feature of many workplaces. This book will cover the essential theory and practical tools to manage resistance to change.
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Change is inevitable and often appears to be a constant feature of many workplaces. As a result we can often feel like we are living in a constant state of ‘change fatigue’. This book will cover the essential; theory and practical tools, skills and techniques needed to manage resistance to change, in your own unique environment. You will explore, using your own example, four key approaches which I have used numerous times on my own very large and small scale projects, as well as seeing them successfully help others that I have taught.

Remember all change meets resistance… if there is no resistance, there is no change!

About the author

Sarah Simpson MBA, FIntLM, BSc, Dip Man, Cert Man, DCR

Sarah Simpson is a freelance trainer, lecturer, writer and the owner of Dragontooth Training and Consultancy. She is passionate about designing and delivering bespoke courses covering the public, private and third sector. She utilises the latest technology to produce creative and innovative deliveries that are set 'in the real world' that challenge and enable change in working practices.

She draws on extensive public and private sector experience to ensure individuals, teams and organisations gain optimal return on investment and see tangible workplace results.

Her clients include; Universities, The Fire and Rescue Service, The Police Force and County Councils. She has lectured at National and International conferences and has published several peer reviewed papers.

  1. Introduction
  2. What is change?
  3. Types of change
    1. Change vs. A change in the environment
    2. People, organisational and system changes
    3. Planned vs. unplanned 
    4. Proactive vs. reactive 
    5. Radical vs. Incremental 
    6. Transitional, transactional and transformational change 
  4. Change magnitude 
  5. Change management 
    1. ‘Soft’ vs ‘hard’ 
    2. What will you be dealing with? 
  6. Resistance 
    1. Expect it 
    2. What informs our feelings? 
    3. Kubler Ross 
    4. What can it look like? 
    5. Find its root cause 
  7. Engagement 
    1. A factory lesson 
    2. Drivers of engagement 
    3. The employee engagement equation 
  8. Address concerns head on 
    1. Why (address concerns head on)? 
    2. How (do I address concerns head on)? 
  9. Visualise the change 
    1. Why? 
    2. How? 
  10. Reframe the change 
    1. Why (reframe the change)? 
    2. How (to reframe the change)? 
  11. Sell it 
    1. Why? 
    2. How? 
  12. Models of change 
    1. Why should you consider using a model? 
    2. Kurt-Lewin (see chapter 1) 
    3. Kotter’s 8 step change management model 
    4. ADKAR model 
    5. McKinsey 7S model 
    6. Kruger model of change management 
    7. Kubler Ross (chapter 6.3) 
    8. De Bono’s six thinking hats   
  13. Summary / Conclusions 
About the Author

Sarah Simpson