To accomplish this task, the internal consultant turned to Force Field Analysis. Maintenance, Production, and the project team met; they developed a list of forces for the change along with importance ratings. They also developed a list of forces against the change with a similar set of ratings. This force field diagram is shown in Figure 9-4.

Figure 9-4 Elimination of Production Mechanics— Force Field Analysis

The next step of the process involved explaining the “forces for change” in detail so that those resisting the change understood what was trying to be accomplished. This had some impact in that it explained the change based on factual information obtained during the data gathering process of the internal consultant’s efforts.  

Next the “forces against” were examined in detail. As you will remember, resistance is an emotional reaction to a change in one’s status quo. By examining the “forces against” in detail, those present were able to see that the issues that they had with the change had been addressed in the work process design.  

For example, the fact that maintenance mechanics would not be available for minor repairs was offset by the fact that the operators were to be taught the very same minor maintenance tasks. This was an even better solution than having the mechanics assigned to the production line; the operators were available 24 hours per day whereas the mechanics were only available during the day shift. When this was completely explained, the priority of 4 assigned to this force was reduced to a 1. This process was continued for each of the “forces against” to the point that Production changed their opinion of the initiative. In following this process, not only were the “forces against” reduced, but also everyone felt more comfortable with the initiative strengthening the “forces for change.”

9.7 Resistance is Actually Group Learning

Resistance is not something to be overcome. Resistance is something to be addressed as part of the organization’s learning process. As an internal consultant, your job is to facilitate this process so that the organization emerges from the effort stronger than when they entered. You need to recognize that resistance will take place. It has many forms that need to be identified. There are processes to address it, but once addressed as a learning experience, it can be addressed as part of the initiative.  

One last thing. Because resistance is a naturally occurring part of change, don’t take organizational resistance personally. It is not personal. Working harder to make your case does not solve the problem. Addressing resistance does!  

Five Things to Think About or Do

1. Can you identify the various types of resistance as they appear on your change landscape? Re-read the section describing various types of resistance and see if you can find real life examples in your plant.  

2. When you encounter resistance, what do you do about it now? Can you explain in light of this chapter how some of the things that are currently done at your plant to overcome resistance may not be correct.  

3. Think about an initiative in which you are engaged that may be having problems. Draw a force field diagram. How you could enhance the value of the “forces for change” and diminish the affect of the “forces against.”  

4. Develop a plan to introduce the Force Field Analysis you developed in item #3 to the group with whom you are working.  

5. Write out a short explanation and share it with others, describing how resistance is actually organizational learning and a valuable part of a change initiative.