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Resistance is futile! - No, actually resistance is good, and necessary

People Don't like Change, we hear so often.  Well, if change is brought upon me, and it is not my choice, and I can't control it, and it affects what matters to me, then of course I don't like it.  And guess what?  I will resist.  Well here is an interesting idea....my resistance not 'bad', it is good. In fact it is necessary, because it reflects my 'energy' for my world and how I contribute.  I may be seen as a problem , but perhaps by seeing the opportunity in my resistance, I can be engaged in a different way, and I may yet become a positive force for the change, when I am ready. 

This could be any of us, truly.  In this blog, I'd like to make a case for positively embracing resistance.

Why do I resist?

I resist for very good reason.  I resist because the objects of your change:  My customers, my division, my team, my job, my goals, my promises, all matter to me, very much.  My resistance is a reflection of how much I care about all this; my 'energy' for my world and how I contribute to it.  And I always need to feel that I contribute, and when you tell me that my way of contributing is no longer valid, I will react.  Don't be surprised if I get upset, or angry.  I may stay 'strictly' professional and argue constructively.  Or, I may keep quiet and hide my true feelings (from you at least). 

What's happening for me?

At this point, when the change is new to me, frankly I am not ready to hear your 'compelling vision'.  I feel undercut, and distrusting of you and your attempts to persuade me.  You see when I don't trust, I am quick to spot the mistakes in your solution, and what is missing.  I have real grounded knowledge here.  When you then only reaffirm the positive benefits of the change, it merely proves to me that you do not understand the realities of the issue, and therefore by demonstration you are the wrong person to lead it. 

when the change is new to me, frankly I am not ready to hear your 'compelling vision'.

Now I sense I am becoming irritating to you as well, and sure enough, I seem to have become 'part of the problem'; perhaps you feel that I too now need to be changed.  Of course, unbeknown to you my sensors pick up on this.  And before long, on top of my well worked arguments as to why I don't like your change, I no longer like you, nor what and who you represent. 

And so, driven by anxiety and further energised by injustice, I put myself to work, focusing my energy on building up defences.  How?  Well there is one place I will always turn; my 'immediate group' in the organisation.  This is where the bonds are strongest, forged by shared battles and demanding customers.  Here with 'my team' I find: Identity, security, loyalty, and what I crave most - people who agree with me.

Could this have been different?

I must be honest and say it would never have been easy, however you handled it, BUT for sure it could have been very different.  Could you have given me more time, and listened to my views and respected my experience?  Could you have given me a stake, when actually you call me a stakeholder only as if that means an obstacle?  Could we have worked hard together in decent open conversations?  Could you have flexed and adapted so that we could incorporate some of my agenda?

And finally, do you know what the biggest problem is with all this is?  I fear we may doing something like this change programme again quite soon.  Now, I don't think I can trust you again, or anyone 'in the centre', who wishes to bring their 'compelling vision' to my organisation.

In the end the enduring ingredient needed in successful change is TRUST

Yes, some structure, planning, visioning, process discipline is needed.  But the abilities that are really needed are emotional:  Sensory acuity, listening, dialogue, relationship building, and a confidence which is strong yet composed.  Underpinning these skills, are values, acting with integrity, courage and genuine caring about the people involved.  All these ingredients allow TRUST to grow, even in times of acute anxiety, and perhaps in the end the most enduring ingredient needed in successful change is trust.

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