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Why Resist Change?

How As A Coach Deal with Resistance?

Reducing Resistance; Making It Sustainable

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Lisette Lebron-Special Topic

Presentation-Dealing with Resistance to

Change

Defining Resistance

the act or power of resisting, opposing,

or withstanding

Resistance means…

opposition to an attempt to bring

repressed thoughts or feelings into consciousness

Getting “stuck “ or a “boulder” to results

Ambivalence

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Coaching Approaches

Possibilities & Solutions

Action Coaching

Leadership Coaching

Facilitative Coaching

Flow of Coaching

Dealing with

Resistance

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Motivation

desire to avoid the sense of loss and uncertainty that change brings

Obligation

expectations and assumptions about how things should be

BARRIERS TO RESISTANCE

Organization Change: Theory and Practice (Foundations for Organizational Science)

Cognition

individual interpretation can limit awareness of the need for change

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OVERCOMING RESISTANCEOrganization Change: Theory and Practice (Foundations for Organizational Science)

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Level Resistance Overcoming Resistance

Individual Losing something of value

Types of resistance:

Blind - anti change for the sake of it

Political – protective of power

Ideological – againstprinciple of change

Apathy – worst form of resistance

Transitioning: ending, goingthrough a neutral zone to anew beginning

Achieving closure

Encourage participation

Motivating Change through stories

Process

Competencies (KABS)

Personal Style

Philosophy

Values

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Coaches’ Checkpoint to Resistance

• Is it viewed attainable by my client?

Check Point

• Are desired behaviors demonstrated?

Check Point • Are the next

steps relevant to clients goal?

Check Point

• Is the change sustainable for my client?

Check Point

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WORK CITED8

Burke, Warner W. Organizational Change: Theory and Practice. Sage Publications. 2008.

Flaherty, James. Coaching Evoking Excellence in Others.. Elsevier Inc. 2010. (151-156)

Hudson, Frederic M. The Handbook of Coaching. Jossey-Bass. 1999. pg 24, 29

Jordan, Peter J. Dealing with OrganisationalChange: Can Emotional Intelligence Enhance

Organizational Learning. International Journal of Organisational Behavior, 8(1), 456-471.

Kotter, John P. and Dan S. Cohen. The Heart of Change: Real-Life Stories of How PeopleChange Their Organizations. John P. Kotter and Deloitte Consulting LLC. 2002.