Ten Reasons People Resist Change

Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I've found to be the most common.

Loss of control. Change interferes with autonomy and can make people feel that they've lost control over their territory. It's not just political, as in who has the power. Our sense of self-determination is often the first things to go when faced with a potential change coming from someone else. Smart leaders leave room for those affected by change to make choices. They invite others into the planning, giving them ownership.

Excess uncertainty. If change feels like walking off a cliff blindfolded, then people will reject it. People will often prefer to remain mired in misery than to head toward an unknown. As the saying goes, "Better the devil you know than the devil you don't know." To overcome inertia requires a sense of safety as well as an inspiring vision. Leaders should create certainty of process, with clear, simple steps and timetables.

Surprise, surprise! Decisions imposed on people suddenly, with no time to get used to the idea or prepare for the consequences, are generally resisted. It's always easier to say No than to say Yes. Leaders should avoid the temptation to craft changes in secret and then announce them all at once. It's better to plant seeds — that is, to sprinkle hints of what might be coming and seek input.

Everything seems different. Change is meant to bring something different, but how different? We are creatures of habit. Routines become automatic, but change jolts us into consciousness, sometimes in uncomfortable ways. Too many differences can be distracting or confusing. Leaders should try to minimize the number of unrelated differences introduced by a central change. Wherever possible keep things familiar. Remain focused on the important things; avoid change for the sake of change.

Loss of face. By definition, change is a departure from the past. Those people associated with the last version — the one that didn't work, or the one that's being superseded — are likely to be defensive about it. When change involves a big shift of strategic direction, the people responsible for the previous direction dread the perception that they must have been wrong. Leaders can help people maintain dignity by celebrating those elements of the past that are worth honoring, and making it clear that the world has changed. That makes it easier to let go and move on.

Concerns about competence. Can I do it? Change is resisted when it makes people feel stupid. They might express skepticism about whether the new software version will work or whether digital journalism is really an improvement, but down deep they are worried that their skills will be obsolete. Leaders should over-invest in structural reassurance, providing abundant information, education, training, mentors, and support systems. A period of overlap, running two systems simultaneously, helps ease transitions.

More work. Here is a universal challenge. Change is indeed more work. Those closest to the change in terms of designing and testing it are often overloaded, in part because of the inevitable unanticipated glitches in the middle of change, per "Kanter's Law" that "everything can look like a failure in the middle." Leaders should acknowledge the hard work of change by allowing some people to focus exclusively on it, or adding extra perqs for participants (meals? valet parking? massages?). They should reward and recognize participants — and their families, too, who often make unseen sacrifices.

Ripple effects. Like tossing a pebble into a pond, change creates ripples, reaching distant spots in ever-widening circles. The ripples disrupt other departments, important customers, people well outside the venture or neighborhood, and they start to push back, rebelling against changes they had nothing to do with that interfere with their own activities. Leaders should enlarge the circle of stakeholders. They must consider all affected parties, however distant, and work with them to minimize disruption.

Past resentments. The ghosts of the past are always lying in wait to haunt us. As long as everything is steady state, they remain out of sight. But the minute you need cooperation for something new or different, the ghosts spring into action. Old wounds reopen, historic resentments are remembered — sometimes going back many generations. Leaders should consider gestures to heal the past before sailing into the future.

Sometimes the threat is real. Now we get to true pain and politics. Change is resisted because it can hurt. When new technologies displace old ones, jobs can be lost; prices can be cut; investments can be wiped out. The best thing leaders can do when the changes they seek pose significant threat is to be honest, transparent, fast, and fair. For example, one big layoff with strong transition assistance is better than successive waves of cuts.

Although leaders can't always make people feel comfortable with change, they can minimize discomfort. Diagnosing the sources of resistance is the first step toward good solutions. And feedback from resistors can even be helpful in improving the process of gaining acceptance for change.

More blog posts by Rosabeth Moss Kanter

More on: Change management

ROSABETH MOSS KANTER

Rosabeth Moss Kanter is a professor at Harvard Business School and the
author of Confidence and SuperCorp. Her 2011 HBR article, "How Great Companies Think Differently," won a McKinsey Award for best article. Connect with her
on Facebook or at Twitter.com/RosabethKanter.

Bracing for Impact Ups Chances of Surviving Plane Crash, Test Crash Finds

A test crash of a Boeing 727 in the Sonoran desert to learn more about what actually happens to passengers when a plane goes down found that simply bracing for impact could help save lives.

In one of the most ambitious tests ever undertaken in the name of airline safety, Discovery TV had a Boeing 727 equipped with more than a half a million dollars worth of crash test dummies, 38 specialized cameras and sensors, and a crew of incredibly daring pilots. The pilots, who'd donned parachutes, bailed out of a hatch in the back of the aircraft minutes before the huge jetliner careered into the ground in a horrific crash that tore the plane apart.

Staged last spring as part of the Discovery Channel's "Curiosity Plane Crash," the test crash was the result of four years of planning and consultations with a huge team of experts, all to better understand what happens to passengers when an aircraft goes down.

Cindy Bir, a professor of biomedical engineering at Wayne State University, took charge of the crash test dummies, examining them immediately after the the plane hit the desert to get an idea of what injuries might have been sustained.

" I suspect … one may have a concussion, one may have a broken leg," Bir said as she looked over the dummies.

Bir told ABC News that her data made it clear that bracing for impact -- placing one's head down and putting one's hands over one's head -- could increase the odds of survival.

During the crash, which was a belly flop done nose first, passengers near the front bore the brunt of the impact. Rows one through seven held the "fatal" seats -- seat 7A was catapulted straight out of the plane. 
Many of the seat-belted dummies who weren't bent over in the bracing position incurred spinal injuries from jerking forward in their seat belts.

Bir also simulated a woman holding an infant on her lap - a familiar one-seat money-saving move many parents opt for. After a relatively minor simulated impact, the mother could no longer hold on. Bir cautioned that holding a child on one's lap was not safe.

The test crash also revealed other aspects of plane crashes, such as the tremendous amount of debris that could prove deadly to any passenger sitting upright, and how important it was to be able to get out of the plane fast. Generally, sitting within five rows of an exit gave passengers the best odds.

An MIT study that drew on worldwide safety data from 2000 to 2007 found that the chance of dying on a scheduled flight in developed nations such as the United States, Japan or Ireland was one in 14 million. In other words, a passenger who took a single flight every day could on average go 38,000 years before dying in a plane crash.

Discovery's test findings offers some tips on how to perhaps improve those odds even further.

Full Text of President Jonathan's Independence Speech

Beloved countrymen and women, on this day, fifty-two years ago, our founding fathers brought joy and hope to the hearts of our people when they won independence for our great country. Nigeria made a clean break with more than six decades of colonial rule, and emerged as a truly independent nation. That turning point was a new beginning for our nation.

Those who witnessed the lowering of the Union Jack and the emergence of the Green White Green flag continue to relish the memory, because that ceremony was not just about the destiny of a nation, but the future of a people.

That future is here; we are the inheritors of a great legacy that goes even much farther into the past.
The worthy patriots who made this possible were young men and women in their twenties and thirties. They worked together to restore dignity and honour to the Nigerian people. Their resolve united a multicultural and multilingual nation of diverse peoples, with more than 250 distinct languages and ethnic groups.
In 1960, our diversity became a source of strength, and the new leaders resolved to carry the flag of independence for the benefit of future generations. They had their differences, but they placed a greater premium on the need to come together to build a new nation.
It is that resolve, and that glorious moment that we celebrate today. We also celebrate the patriotism of our heroes past: Dr Nnamdi Azikiwe, Sir Abubakar Tafawa Balewa, Sir Ahmadu Bello, Chief Obafemi Awolowo, Sir Michael Okpara, Chief Anthony Enahoro, Herbert Macaulay, and several others who made the case for our independence.
We remember as always, their contributions to the making of the Nigerian nation, and the efforts of their successors since 1960. We also celebrate the unfailing optimism and resilience of Nigerians who remain proud of our national identity.
On this special day, I call on every Nigerian to remain steadfast, because our nation is indeed making progress. I call on every Nigerian to rediscover that special spirit that enables us to triumph over every adversity as a people:
We weathered the storm of the civil war, we have refused to be broken by sectarian crises; we have remained a strong nation. I bring to you today, a message of renewed hope and faith in the immense possibilities that lie ahead.
Fellow citizens, I have an unshaken belief in the future of our great Country. I consider it a priority and sacred duty to continue to strengthen the bond of unity that holds our nation together and to promote and nourish the creative energies of our people. This is a central objective of our administration’s Transformation Agenda. Nigeria, I assure you, will continue to grow from strength to strength.
Since I assumed office as President of our dear country on the 6th of May 2010, I have continued to work with our countrymen and women to enhance our nation’s growth and development.
Our vision is encapsulated in the Transformation Agenda. We are working hard and making progress on many fronts. We have cleaned up our electoral process; our elections are now globally acclaimed to be free and fair. Nigeria is now on a higher pedestal regarding elections.
Over the past five years, the global economy has been going through a weak and uncertain recovery. During the same period and particularly in the last two years, the Nigerian economy has done appreciably well despite the global financial crisis. Nigeria’s real Gross Domestic Product (GDP) has grown by 7.1 per cent on average.
It is also significant that the GDP growth has been driven largely by the non-oil sector. In pursuance of the main goals of the Transformation Agenda, a number of reforms and initiatives are being pursued in key sectors of the economy with a view to consolidating the gains of the economic growth.
Our country’s power supply situation is improving gradually. We are successfully implementing a well-integrated power sector reform programme which includes institutional arrangements to facilitate and strengthen private-sector-led power generation, transmission and distribution.
We have also put in place a cost-reflective tariff structure that reduces the cost of power for a majority of electricity consumers. I am pleased with the feedback from across the country, of improvements in power supply.
We are continuing to improve and stabilize on our crude production volumes; our 12-month gas supply emergency plan, put in place earlier this year, has produced more than the targeted volumes of gas for power generation. A robust Petroleum Industry Bill (PIB) has been placed before the National Assembly. Its passage into law will ensure far-reaching reforms, transparency, accountability, increased government revenue and predictability for investors in the Oil and Gas sector.
Several government programmes and projects are creating wealth and millions of job opportunities for our youth and general population. Such programmes include: You-Win, both for the youth and for the women, Public Works, the Local Content Initiative in the Oil and Gas Sector, and the Agricultural Transformation programme.
We have improved on our investment environment; more corporate bodies are investing in the Nigerian economy. Our Investment Climate Reform Programme has helped to attract over N6.8 trillion local and foreign direct investment commitments.
Nigeria has become the preferred destination for investment in Africa. It is ranked first in the top 5 host economies for Foreign Direct Investment (FDI) in Africa, accounting for over 20 per cent of total FDI flows into the continent. We have streamlined bureaucratic activities at the ports to ensure greater efficiency in the handling of ports and port-related businesses. Specifically, we have drastically reduced the goods clearing period in our ports from about six weeks to about one week and under. We have an ultimate target of 48 hours.
We have put in place, a new visa policy that makes it easier for legitimate investors to receive long stay visas. We have achieved a 24-hour timeline for registration of new businesses, leading to the registration of close to 7, 000 companies within the second quarter of 2012.
The Manufacturers Association of Nigeria (MAN) has disclosed that, as at July 2012, 249 new members across the country had joined the Association, and that capacity utilization has also improved. The multiplier effect of this development on our job creation programme cannot be over-emphasized.
In the last two years, we have put in place structures for an upgrade of the country’s health sector, to promote in every respect, the individual citizen’s right to quality, affordable and accessible healthcare.
In this regard, we are devoting resources under the Subsidy Reinvestment Program (SURE-P) to reducing malaria incidents, dramatically reducing maternal and child mortality, and eradicating polio.
Fellow Nigerians, in recent times, we have witnessed serious security challenges in parts of our country. We have taken pro-active measures to check the menace. This has included constant consultation and collaboration with our neighbours and other friendly nations on issues relating to internal and cross border security, and the sharing of information on smuggling and illegal dealing in small arms and light weapons.
Our security agencies are constantly being strengthened and repositioned for greater efficiency. Many Nigerians have acknowledged that there has been a significant decline in the spate of security breaches.
While expressing our condolences to the affected families, let me reiterate the commitment of this Administration to ensure the safety of lives and property of all Nigerians.
Even as we remain focused on the issue of security, the fight against the scourge of corruption is a top priority of our Administration. We are fighting corruption in all facets of our economy, and we are succeeding. We have put an end to several decades of endemic corruption associated with fertilizer and tractor procurement and distribution. We have exposed decades of scam in the management of pensions and fuel subsidy, and ensured that the culprits are being brought to book.
In its latest report, Transparency International (TI) noted that Nigeria is the second most improved country in the effort to curb corruption.
We will sustain the effort in this direction with an even stronger determination to strengthen the institutions that are statutorily entrusted with the task of ending this scourge.
I have given my commitment of non-interference in the work of the relevant agencies and I am keeping my word. What we require is the full cooperation of all tiers of government, and the public, especially civil society and the media.
This Administration has also introduced for the first time in Nigeria’s history, a Performance Contract System for all Ministers, and other officials of government. This is to further place emphasis on performance, efficiency, and service delivery.
Fellow Nigerians, our determined efforts on several fronts not-withstanding, our country still faces a number of challenges.
Those challenges should not deter us. In the last few weeks, for example, many of our communities have been ravaged by floods, resulting in the loss of lives and property, and the displacement of persons.
I want to reassure all affected Nigerians that I share in their grief, and our Administration is taking steps to address these incidents, in collaboration with the States and Local Governments.
I have received the interim Report of the Presidential team that I set up to assess the flooding situation across the country.
The Federal Government has taken measures to assist the affected States, while considering long term measures to check future reoccurrence.
We must continue to work together, confidently and faithfully, to ensure that our country’s potentials are realised to the fullest; that our dreams are translated into reality; and that our goals are achieved.
Let me reiterate that our administration is committed to the pursuit of fundamental objectives of an open society: the pursuit of freedom, security and prosperity for the Nigerian people, and the rule of law.
In the next few days, I shall lay before the National Assembly the 2013 Federal Budget Proposal so that deliberations can commence in earnest on the key policies, programmes and projects that will mark a decisive year for our development and transformation.
I have no doubt that by the time I address you on our next independence anniversary, many of our reform efforts would have yielded even better results.
Over the years, several leaders have built on the foundation laid by our Founding Fathers. The baton is now in our hands. Let me assure all Nigerians that we shall not fail.
I am confident that Nigeria will continue to be a source of pride to its citizens; to Africa and the Black Race and to humanity; a land that is known for progress, freedom, peace and the promotion of human dignity.
May God bless the Federal Republic of Nigeria. May God bless you all.

Finding the bond; the leadership question

Picture they say "speaks a thousand words". So it is for the picture above.  For those who are unable to identify those captured in it, I shall do I quick clarification; the one on top is Gov. Idris Wada of Kogi State, holding a mic, by his side is probably his security detail, in a hospital to visit victims of the August 6^th church attack in his state. The one below is Gov. Adams Oshiomole of Edo state on a canoe in a joint rescue effort with members of the local community that was ravaged by flood.

Several weeks ago attack on religious worshippers left a soar taste on the lips on many. It was indeed another forlorn moment for Nigerians with many asking when an end will come to these impious acts. Gov. Wada immediately swung into action by putting in place every necessary resource needed to assist victims of the attack and to also nip the perpetrators of this repugnant act. However, Nigerians were caught by surprise when Gov. Wada showed up to the hospital in armored (bulletproof) vest. This singular act made headlines, topic of discussion + controversy, while many thought it was inappropriate for the governor to show up publicly putting on an armored vest in a state he claims to be in charge of; others felt even if an attack on him was imminent, putting on an armored vest shouldn’t be glaring/obvious to the public, because it immediately sends a wrong signal.

About a week ago, photos of Gov. Adams on a rescue mission with locals emerged. Those photos were so captivating and seemed too good to be true. It was at this point I thought it to be a good idea to examine how political leaders respond to disaster within their spheres.

Drawing inferences from both cases, there are lessons for both incumbent and aspiring leaders. First, is the fact that both pictures made headlines but on different grounds. True leadership entails sharing pains with those in grief, showing empathy when it is needed. You will agree with me that one can’t exhibit any of these without first putting yourself in the shoes of the victim. I believe this is something Governor Adam understands; sincerely, it requires extra grace to really share in peoples’ pain especially when one isn’t directly affected. It’s typically a common practice for Governors or top government functionaries to visit incident scenes and just take impact analysis and probably address the victims, make promises and pledges that might never be probably fulfilled. Most intriguing about Gov Adams was his willingness to take part in a rescue operation with the locals, it doesn’t end at that, he opted to get on a canoe, what! This was the thrilling point for me; seeing something like that on Nigeria’s political landscape is so rare. The point I am driving at is that political leaders must have a way getting neatly tied to their people, it mustn’t be jumping on a canoe like Gov Adams did but ensuring that there’s a connect, which most times pays off. I thought through the whole process and I came to a conclusion that Gov. Adam is indeed an ingenious leader. Ingenious because he knew that it wasn’t just about visiting the victims and assessing the impact like an average leader but moving forward to share in their pain, risk, loss and agony. I can tell that’s no adventure, or say a campaign strut -he’s on his second term; he’s got nothing to loose- if he did send his commissioner and aides. The last time I saw something like this was in 2007, when Rochas Okorocha (Now, Gov. of Imo state) fed himself and street beggars with his own spoon on live TV.

On the other hand, it is imperative for leaders to learn to discern, connect and re-adjust to the will of the people. Taking a clue from the picture of Gov. Wada and the recently N5000 note battle between Nigerians and the CBN governor. It’s clear that there’s need for leaders to understand that things that seem lawful, might necessarily not be expedient. For humanity sakes, what’s the governor doing with a Public address system in a hospital ward. Yes! It’s a good thing the governor is around but noise making wouldn’t revive the lost souls or even heal the wounds of the victims. These little things may look trivial but they count. Conversely, the recent controversy regarding the #5000 note which was laid to rest by the President was also an issue of simply feeling the pulse of the masses. Indeed it was a grandiose and remarkable policy but that wasn’t people-centered.

In conclusion, leadership for me isn’t the ability to churn out great polices and follow through execution of these policies but the ability to know WHEN and HOW to impact your people for good.