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!

Your comments are welcome

Would you like to see your comments posted here? rbrenrFScUNCjBEroYdGWner@ChacTJEdlgbxhACokkQloCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Organizational Change:

A Blame CirclePlenty of Blame to Go Around
You may have heard the phrase "plenty of blame to go around," or maybe you've even used it yourself. Although it sometimes does bring an end to immediate finger pointing, it also validates blame as a general approach. Here's how to end the blaming by looking ahead.
Winter dawn in BostonOn Beginnings
A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?
U.S. Army Chief of Staff Gen. Raymond OdiernoWhen Change Is Hard: I
Sometimes changing organizations goes smoothly. More often, it doesn't. Whatever methodology we use — and there are many methodologies available — difficulties can arise. When change is hard, what's happening? What makes change hard?
A diagram of effects illustrating these two loops in the Restructuring-Fear CycleThe Restructuring-Fear Cycle: I
When enterprises restructure, reorganize, downsize, outsource, spin off, relocate, lay off, or make other adjustments, they usually focus on financial health. Often ignored is the fear these changes create in the minds of employees. Sadly, that fear can lead to the need for further restructuring.
A Carrick MatChanging Blaming Cultures
Culture change in organizations is always challenging, but changing a blaming culture presents special difficulties. Here are three reasons why.

See also Organizational Change for more related articles.

Forthcoming issues of Point Lookout

Office equipment — or is it office toys?Coming July 25: Exploiting Functional Fixedness: II
A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
Tim Murphy, official photo for the 112th CongressAnd on August 1: Strategies of Verbal Abusers
Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIcPNlZnpGCosNLTpner@ChacWFWQUQQlwtPhqJaZoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Reader Comments About My Newsletter
A sampling:
  • Your stuff is brilliant! Thank you!
  • You and Scott Adams both secretly work here, right?
  • I really enjoy my weekly newsletters. I appreciate the quick read.
  • A sort of Dr. Phil for Management!
  • …extremely accurate, inspiring and applicable to day-to-day … invaluable.
  • More
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.