In case of change, people will initially think about how it will affect their work, position in the firm, people close to them, etc. That is both a rational-, and an emotional process. Only when people understand and feel that the meaning of the change is in their interest (either by gaining-, or by not losing something), will people be open to change. However, too often, as organisations, we tend to rush into change, which leads to a lack of time and space to explore and facilitate that collective sense-making process, which likely leads to resistance.

People's first thoughts are: How is this change going to impact my work, my family, and my life? And if you have not created enough awareness of the reason behind the change, you still might face resistance. Ask and say this: What is reasonable to you? I know you are capable. Show me your plan.

As a first step actively listen to their feedback and address any misconceptions or fears they may have. Involve key stakeholders early in the change process. By soliciting their input and involving them in decision-making, you can gain valuable insights into potential sources of resistance and collaboratively develop strategies to mitigate them. Do learn from previous experiences and incorporate lessons learned into your approach to effectively address resistance from the outset. Leaders who take the time to listen to their team members' concerns can address underlying issues and build trust, reducing resistance to change. Anticipating potential sources of resistance allows leaders to proactively address them before they escalate.

En mi experiencia el cambio genera resistencias pero estas se agudizan cuando la organización anuncia el cambio como algo ya decidido. He dado muchos talleres de Change Management y podría clasificar las resistencias al cambio en las personales como el miedo a la pérdida y en la resistencia que genera el no comprender el para qué del cambio. O lo que es muy común en la gente inteligente no estar de acuerdo. Por eso es importante abrir espacios de conversación en la que se sumen los referentes, los garantes del cambio junto con los consultores (si los hubiera) La comunicación no soluciona todas las inseguridades que el cambio como tal genera pero si las aminora. O al menos, la gente refuerza la confianza en sus referentes.

Understanding the sources of resistance involves identifying key factors like fear of the unknown, perceived threats to job security, or lack of involvement in the change process. Engaging with stakeholders to understand their concerns and addressing them directly can help mitigate resistance.

Leading change without resistance requires an understanding of human psychology. Here are some tips: 1. Create a positive work environment to boost morale and reduce resistance. 2. Engage in frequent conversations with team members. Highlight the opportunities and benefits of the change. 3. Allow team members to express their concerns and fears so you can identify the source of resistance. Ask for their feedback to build trust and make them feel valued. 4. Keep the team informed to avoid uncertainty. Don’t leave them in the dark. This is very important. 5. Start a celebration movement to boost morale. Set small, achievable goals—quick wins—and celebrate each achievement. These approaches will make the change process smoother.

The why, must align with the team to have affective change or innovation. Too many try to get buy-in from a team that sees no benefits. Align them by knowing what they value and connecting the dots. Then give them the resources needed.

Esto es esencial cuando el cambio va a traer beneficios. Lo que pasa es que la percepción de beneficios es muy subjetiva. Algunos serán los que se vean aliviados por el cambio. Pero no nos engañemos, a algunos el cambio puede deteriorarles las condiciones. Por ejemplo para una persona que su trabajo se automatiza cómo la convencemos de que no es verdad que se quedará sin trabajo. Primero hay que ayudarlo a tomar conciencia de que deber reconvertirse y generar las skills y que la compañía lo acompañará. Claramente si hubiera visto venir el cambio, se hubiera preparado. Pero no lo hizo. Está en riesgo de empleabilidad. Puede ser detractor dependiendo de su personalidad. Una cosa es cierta: el cambio ocurrirá.

For leading change & innovation without resistance, a leader should work on the following dimensions: • A positive activating trigger strengthened by positive internal monologue to channelize energy & increase the ambiguity threshold. • Inculcate values of co-designing solutions, experimentation/ discovery in the team. • Facilitate the team to understand the synergetic effect of strategic & operational intelligence. • Chaos & Indecisiveness are part of the Innovation & Change Journey. Develop a sense of "Joy of Confusion" in the team, thus building their resilience to achieve the goals with commitment. • Develop a "Learner's Syndrome", helping the Leader to adopt a philosophy of "Out with the Old" & "In With the New" systems/ processes.

I would like to add: involve and empower the right ones! To do that, I always find it helpful to use the stakeholder matrix (influence vs support): 1. Change agents: they have a big influence on the success, and they support the change. They should be given autonomy and responsibility. 2. Supporters: they support the change, but don't have a big influence on the success. They can serve as ambassadors within the change. 3. Potentials: they have a lot of influence, but do not support the change (yet). Here, you should engage in an open dialogue to understand their resistance. 4. Stragglers: no influence and no support. You should merely keep them informed. This power structure changes over time and transcends the formal hierarchy.

Involving and empowering others means actively engaging them in the change process, seeking their input, and giving them ownership of certain aspects. This approach creates a sense of responsibility and commitment, making them more likely to support and drive the change forward.

Providing access to resources and learning opportunities instills confidence and reduces resistance. Identify and empower change champions within your organization. These individuals can serve as advocates for the change initiative, offering support and guidance to their peers and helping to overcome resistance through peer influence. Support mechanisms such as training and change champions help build resilience among employees, enabling them to adapt more effectively to change. When leaders communicate openly and honestly about the changes, they create a supportive environment where employees feel valued and informed, reducing resistance.

Conduct a thorough risk assessment to identify potential challenges and obstacles that may arise during the change process. Develop mitigation strategies to address these risks proactively and minimize their impact on the initiative. Break down the change initiative into manageable milestones and celebrate incremental progress along the way. Clear communication of expectations and objectives aligns stakeholders and minimizes misunderstandings. When everyone is on the same page regarding the goals and anticipated outcomes, resistance is less likely to arise. By addressing risks before they escalate, leaders can maintain momentum and minimize disruptions to the change initiative.

La comunicación tiene que ser sincera y clara. El cambio se ha decidido y sí ha sido de modo inconsulto. Por eso hay que trabajar la decepción, las expectativas no cumplidas. Pero ante todo, no hay que olvidar que la compañía tiene el poder de dirección y quienes lo ejercen están convencidos de la conveniencia del cambio. Por eso los talleres o instancias de comunicación deben tener pautas de escucha y disponibilidad pero ser muy asertivos respecto de hacia donde se apunta con los cambios. Y ofrecer ayuda, contención, capacitación a quienes sienten que el cambio los amenaza. La innovación requiere flexibilidad y adaptación pero no todas las personas la han generado. Y no se trata solo de generaciones sino de actitudes.

Managing expectations and risks involves setting clear, realistic goals and communicating them effectively. Anticipate potential challenges, develop contingency plans, and keep stakeholders informed. This transparency helps build trust and reduces anxiety about the change process.

Leading change and innovation requires more than just ideas; it demands a culture that embraces risk and learning from failure. Encourage open dialogue, where every voice can contribute to the innovation process. Remember, a diverse team brings a wealth of perspectives, sparking creativity and novel solutions.

Consider the organisational culture, ensuring it aligns with the change. Offer continuous support and training to ease the transition. Regularly review progress and be adaptable to feedback. Celebrating small wins can also maintain momentum and boost morale.