Key Change Leadership Responsibilities include:

  • Modeling the Change.
  • Communicating about the Change
  • Involving others in the Change
  • Helping Others Break from the Past
  • Creating a Supportive Learning Environment

    Bridges Model of Change

3 Levels of Resistance to Change

Beyond Resistance
By Richard Maurer

Level 1  “I don’t get it!”

  • Lack of information
  • Lack of exposure
  • Confusion

Level 2   “I don’t like it!”

  • Loss of power and control
  • Loss of status
  • Loss of face and respect
  • Feeling of incompetence
  • Feeling of isolation
  • Sense that I can’t take on anything else

Level 3   “I don’t like YOU!”

  • Personal history
  • Cultural, ethnic, racial gender difference
  • Significant disagreement over values
  • Transference -- person being resisted represents someone else



Organization and the Management of Change PDF Print E-mail

Organizations inevitably experience dramatic change that is likely to require staff reductions, restructuring, and/or reinventing itself.    Such times present unprecedented challenges and unexpected opportunities.    Successful transitions are rare.  Many are slow, lack clear direction, confuse roles, and are overcome by internal resistance, and eventually become stagnant or chaotic.

Waipio forestChange Leadership
A change initiative begins with the leadership team.   Top management carries the highest level of responsibility and ownership.  We seek to enable them to effectively lead the identified project or change initiative  (See side bar:  Leadership Responsibilities). 

Greater Involvement Required
Effective change occurs ONLY when people who have a stake in the change are involved in the planning and implementation process.   A frequent mistake is for the top management to do the planning in the boardroom, then roll out the plan to the organization expecting employees to own the process.   Instead, management is often “second-guessed” and met with resistance.   


Execution of Change Elements
An internal design team is established to plan and develop the change process suitable to the needs of the organization. Barnett Consulting brings expertise to assist the design team to produce a roadmap that enables the organization to balance change and business priorities simultaneously.   


Elements of Effective Change Initiatives

  • Compelling case for change i.e. full analysis of the current state of affairs
  • Realistic vision of where the organization expects to be in 3 to 5 years
  • Empowering broad-based involvement and commitment
  • Involvement of the people who will be affected by the change
  • Analysis of any resistance to the change initiative; objections? options?
  • Specific, extensive communication plans and strategies
  • Feedback mechanisms to assess progress
  • Measurable outcomes

William Bridges' Change Model depicts 4 very predictable phases of organizational change (See Graph on Side Bar).  Despite developing a compelling case for change, organizations are still likely to shift into “denial” and claim that change is not necessary (See Side Bar—3 Levels of Resistance).  Gradually, curiosity begins to emerge and a number of individuals come to the realization that change is critical.   Eventually, the tipping point occurs.

View link to Amazon > The Tipping Point  by Malcolm Gladwell  

Managers Learn to Lead Change
Our usual practice is to begin change work by convening the team for a two-to-three day workshop to facilitate their conversation re current state, urgency, vision, and a roadmap for achieving their vision.   With consensus, the leadership team develops a management of change plan that includes resources, milestones, work groups, clear delineation of roles and responsibilities, etc.  Barnett Consulting remains available throughout the change process to assist, advise, and coach.

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