1
2
3
Why Resist Change?
How As A Coach Deal with Resistance?
Reducing Resistance; Making It Sustainable
1
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
2
Coaching Approaches
Possibilities & Solutions
Action Coaching
Leadership Coaching
Facilitative Coaching
Flow of Coaching
Dealing with
Resistance
3
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
4
OVERCOMING RESISTANCE
Organization Change: Theory and Practice (Foundations for Organizational Science)
5 5
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 – against principle of change
Apathy – worst form of resistance
Transitioning: ending, going through a neutral zone to a new beginning
Achieving closure
Encourage participation
Motivating Change through stories
Process
Competencies (KABS)
Personal Style
Philosophy
Values
6
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
7
WORK CITED 8
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 Organisational
Change: 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 People Change Their Organizations. John P. Kotter and Deloitte Consulting LLC. 2002.