Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 4;   January 24, 2001: Is It Really Resistance?

Is It Really Resistance?

by

The term resistance, as used in the context of organizational change, describes our reluctance to abandon the status quo. But it's a loaded term, because it devalues that reluctance. When we approach change with this model of reluctance in mind, we sabotage our own efforts.
Change

The term resistance arises often in the context of organizational change. We — and especially "change agents" — use it to describe something commonly called pushback. As a term, resistance is revealing, and its use signals a problem deep inside us, in our mental model of how change works. When we understand the term better, we handle change better.

Resistance is a loaded word. It carries with it the perspective of the change agent. Resistance is what the change agent encounters when change first begins to come into view as a real possibility. The term is inherently adversarial, because the "resistors" don't view themselves as resisting change, while the change agent does. From the resistors' perspective, they're just trying to hang on to a world they know and accept. Resistance is also pejorative, because it denigrates the people who "resist."

An adversarial, superior attitude is certainly not helpful to a change agent. Even though the change agent espouses a more collaborative approach, the use of the term resistance suggests the possibility of a deeper, less constructive position. People can pick this up, whether it's real or not, and when they do, their resentment of the change agent deepens.

I prefer a different name for the tendency of existing systems to keep doing what they've been doing. I call it active persistence — a less loaded, more positive term. Active persistence is the behavior that expresses attachment to things as they have been. When we think of it in this way, we gain some useful insights.

  • From the point of view of change agents, active persistence is a good thing. Active Persistence
    is a less loaded
    term for the
    tendency to cling
    to the old way
    It means that change has progressed so far that people feel the need to express attachment to what was.
  • When active persistence couples to anger and cynicism, it's likely that we've failed to honor the value of what is and what has been.
  • "Clean sheet" approaches are more likely to couple active persistence to anger and cynicism because they do so much more dishonor to what is and what has been.
  • People who engage in active persistence aren't so much opposing the new as they are expressing attachment to what is.
  • Active persistence helps us ensure that we don't act too hastily.

To keep active persistence decoupled from anger and cynicism, honor what is. Express your appreciation for how well the status quo worked in the past.

When you take this approach from the outset, you'll find two rewards. First, you'll be doing what you can to limit anger and cynicism, even though you'll still see some active persistence. When you deal with it directly, by engaging in dialog about what must change and why, you'll find your second reward. Your own views will change — for the better. Go to top Top  Next issue: The Zebra Effect  Next Issue

101 Tips for Managing ChangeIs your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!

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Related articles

More articles on Organizational Change:

What's in it for him?Beyond WIIFM
Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be toxic to an organization. There's a much healthier approach that provides a competitive advantage to organizations that use it.
Hoarfrost coating Autumn leavesPiling Change Upon Change: Management Credibility
When leaders want to change organizational directions, processes, or structures, some questions arise: How much change is too much change? Here's a look at one constraint: the risk to management credibility.
A pyramidal silk teabag of spiced black teaPatching Up the Cracks
When things repeatedly "fall through the cracks," we're not doing the best we can. How can we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
U.S. President Dwight D. Eisenhower in 1954Way Too Much to Do
You're good at your job — when you have enough time to do it. The problem is that so much comes your way that you can't possibly attend to it all. Some things inevitably are missed or get short shrift. If you don't change something soon, trouble is sure to arrive.
Portrait of Isaac Newton (1642-1727)What Keeps Things the Way They Are
Changing processes can be challenging. Sometimes the difficulty arises from our tendency to overlook other processes that work to keep things the way they are. If we begin by changing those "regulator processes" the difficulty can sometimes vanish.

See also Organizational Change for more related articles.

Forthcoming issues of Point Lookout

A meeting that's probably a bit too largeComing March 20: Top Ten Ways to Make Meetings More Effective
Meetings are just about everybody's least favorite part of working in organizations. We can do much better if only we take a few simple steps to improve them. The big one: publish the agenda in advance. Here are nine other steps to improve meetings. Available here and by RSS on March 20.
An informal meeting in a loungeAnd on March 27: Allocating Action Items
From time to time in meetings we discover tasks that need doing. We call them "action items." And we use our list of open action items as a guide for tracking the work of the group. How we decide who gets what action item can sometimes affect our success. Available here and by RSS on March 27.

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