Middle managers are resisting new processes. How will you overcome their pushback?
When middle managers resist new processes, it's essential to address their concerns and lead by example. To turn resistance into acceptance:
- Engage in dialogue to understand their perspective and address specific concerns.
- Demonstrate the benefits with data or success stories from similar implementations.
- Provide training and support to ease the transition and build confidence in the new processes.
How have you successfully navigated pushback in your organization?
Middle managers are resisting new processes. How will you overcome their pushback?
When middle managers resist new processes, it's essential to address their concerns and lead by example. To turn resistance into acceptance:
- Engage in dialogue to understand their perspective and address specific concerns.
- Demonstrate the benefits with data or success stories from similar implementations.
- Provide training and support to ease the transition and build confidence in the new processes.
How have you successfully navigated pushback in your organization?
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There are many ways to address middle managers' resistance, but the best approach in my opinion is: 1. Perceive resistance as feedback, not opposition. Resistance often signals gaps in communication, training, or incentives. 2. Use the ADKAR method—build Awareness, create Desire, provide Knowledge and Ability, and ensure Reinforcement 3. Engage them early. Kotter emphasizes building a guiding coalition and giving middle managers a voice in shaping the change. 4. Acknowledge cultural, political, and structural factors. Burnes highlights that addressing these makes change more sustainable. 5. Turn resistance into commitment. Instead of pushing through resistance, address concerns, provide autonomy, and make them champions of change.
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Resistance from middle managers often stems from uncertainty or feeling excluded from decision-making. To overcome their pushback, engage them early in the process by soliciting their input and addressing their concerns. Frame the new processes as opportunities for efficiency and empowerment rather than top-down mandates. Provide clear, data-backed reasons for the change and highlight quick wins to build confidence. Lastly, equip them with the necessary resources and training so they feel prepared to champion the transition rather than resist it.
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Les cadres intermédiaires bloquent le changement ? Normal, leur cerveau est programmé pour. En neurosciences, toute nouveauté est perçue comme une menace. En Lean Management, un processus ne fonctionne que s'il est porté par ceux qui l'appliquent. En gestion du changement, l'adhésion ne se décrète pas, elle se construit. - Baissez la charge cognitive : Trop d'infos, trop vite = rejet. Simplifiez. - Impliquez-les comme acteurs du changement : S'ils participent à la solution, ils la défendront. - Montrez des quick wins : Rien ne convainc mieux que l'efficacité prouvée sur le terrain. Leur résistance est une opportunité : faites-en des moteurs, pas des freins.
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Gerentes são pessoas e pessoas tem sentimentos e emoções. Mexer com processos não mexe apenas com operação, mexe com equipe e mexe com rotina. É importante entender o dia a dia atual dos gerentes e buscar entender seus desafios e o motivo dos quais podem estar resistindo. Seria algo que faz sentido e talvez precise ser repesando para não trazer transtornos futuros ou seria apenas medo do novo mesmo? Em ambos os casos, após identificar, é preciso mostrar que as mudanças são para bem, mesmo não sendo confortável trará a todos novos conhecimentos, tanto no processo como no resultado. Mostrar o que vai proporcionar de melhorias como resultado deverá ajudar também a ter gerentes mais engajados e dispostos a ajudar.
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Yes to others’ advice to (learn to) use change techniques like ADKAR. But first, invest daily in the overall health and trust within your workplace. This way, resistance to change is less likely to happen, and people will express their concerns about change when it occurs. Walk the talk as leaders - build trust over time, seek regular feedback and really listen. When you introduce a change and feel resistance, engage people and listen - without judgement - to understand their concerns and objections. Only then can you address resistance, for example by: - Better explaining the change? - Proving better support tools to make change possible? - Making a course correction where possible? Your team may have a point!
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