This is the final post in
the change resistors series.  

While we’ve looked at many
strategies for managing change, here are some of the highlights:  

1. Leadership’s resolve is critical
2. Communication is key. Among other things, people need to know:
   1. Where they’re heading
   2. Why they’re heading there
   3. What they get out of it
   4. How the effort is progressing
3. Internal marketing is also essential
4. Successful change takes constant relationship building and maintenance!

Some points we haven’t
discussed: 

1. While everyone might be “on board” when change is theoretical, it’s when you start to touch people’s routines and traditions that they get anxious. It’s not real until it impacts ME!
2. Everyone understands why someone else needs to change.

We’ve covered several types
of resistors (passive-aggressive,
decision
avoiders, snipers,
skeptics,
me
and you) and why people might resist change in the first place (culture,
the
good, the
bad and the ugly, brain
based). We’ve also discussed leadership
pitfalls and how an organization’s problem
might be with its processes. 

Every one of us is a
resistor when change hits the practices, traditions, or philosophies that we
hold dear.

Before we can implement
change effectively, and advocate it to others, we need to run a
self-diagnostic.

I’d like to challenge you
to do that. 

Start with these questions: Are there ideas to which I respond defensively? Why?