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Resistance: "I don’t know how to do the new behaviours"

The other day I posted a blog listing some of the reasons for resisting Change.  This is the third in series exploring those reasons. 

Today’s reason is “I don’t know how to ‘do’ the new behaviour”.  The thing is, role models play a key part in our learning process, and within a stable organisation new and junior team members look to more experienced ones to learn the ropes.  In a Change project, the new skills may not exist in the organisation (indeed that may be part of the problem that is being addressed).  This goes beyond training, it is learning on the job.  One key element of this is that these role models demonstrate that these behaviours work (and are safe, and part of the recipe for success).  If in doubt people copy what you do, rather than doing what you say, so wherever possible, you should model the new behaviours for them.

“I’m so proud to be voted as a number one role model by these young women. Of course though no-one knows more about “rolls” than I do.”  Dawn French

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This entry was posted on Wednesday, June 11th, 2008 at 13:36 and is filed under Business Change, General. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

2 Responses to “Resistance: "I don’t know how to do the new behaviours"”

  1. Paul Hayward says:
    15 June , 2008 at 13:32

    When peopel say they “don’t know how to ‘do’ the new behaviour” it can be that the behaviour in question feels more than just uncomfortable, it feels wrong.

    When behaviour feels wrong there are two prime causes:
    a) it is out of line with the sub-culture, or
    b) it is out of line with their own beliefs and values.

    If the change process is there to modify the sub-culture then ‘do as I do’ may be effective provided it is portrayed consistently and is supported by a shift in group norms.

    However, the clash with personal beliefs and values is likely to be a much longer process and often ultimately unsuccessful.

  2. richardderwentcooke says:
    15 June , 2008 at 13:44

    Paul, I agree though i think there is a third category which is just the new behaviours feel strange and unnatural, which obviously just takes practise, and positive feedback / affirmation.

    If people’s values are out of kilter with the organisations it will always be a poor fit and they are unlikely to be successful / happy.

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