Recently, I was faced with an interesting situation: implement change management for a team that is extremely resistant to change (Tuckman’s Stages of Group Development: closed group in an advanced stage of performing). I decided to use Kouzes & Posner’s Five Practices of Transformational Leadership to frequently talk about a shared vision, model the way towards this vision, appeal to logic and emotion, empower others in the team with skills and ideas, and thus, indirectly challenge the status quo.
- Model the way: Since I was facing resistance within the team, I started marketing the project and communicating its success outside it. I found several teams and stakeholders open to new ideas and innovation in learning programs. I used their feedback to build curiosity and excitement within the resisting team.
- Inspire a shared vision: I started sharing bi-monthly updates on interesting/ successful projects from the training industry and drew parallels with the projects in question.
- Challenge the process: Once I had set the ground for self-inquiry and external inspiration, I cautiously started asking open-ended questions during project review meetings. I also requested senior managers to ask similar questions, thus building ground for management interest and sponsorship.
- Enable others to act: I helped members of the resisting team apply the new methods and tools, but only if they so requested, making sure to also underline what I am learning from them.
- Encourage the heart: I did not aggressively push to implement my findings. Instead, I presented my ideas as practical solutions to existing problems, supported by approximate ROI improvements.
We have been having some success with this model, and I am thinking of making it the basis of my personal influencing style with this team. My managers are also very glad to have this collaborative, low-conflict, approach.
