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How do I deal with someone who is set on disrupting a change project?
"I think almost every change initiative I have been involved in over the years has included at least one person who has had or tried to have a negative impact on the change. What I have learnt is that you have to spend time with them (or this could be a group) so that you can understand the root cause of their issue/s. Sometimes involving their peers who have already been through a change can really help.
This can be a long process however it will give you a valuable insight into their perceptions of the change which you can use to inform/modify your communications plan if needed.
Once you understand the root cause of the issue/s it is about working together to find a solution/compromise that works for both the individual/group and change project. When a solution/compromise cannot be found, it is about making sure they have enough information to make an informed decision as to whether they are a part of the change or if it is time for them to move on.
In the past 17 years I can only think of one occasion that having done all of the above I had to resort to following a HR Conduct and Performance policy to manage an individual and their behaviour when implementing a change project.
There are many change models out there, however I find the Knoster Model for Complex Change and Kubler Ross Change Curve useful when trying to understand people’s needs and their reaction to change."
31 Mar 2017
"A technique I have used on several occasions is to involve the individual who is may be being disruptive in some bench marking, taking them along to look at improvements in practice allowing them to talk to industry peers who can advise them on what went well or may be didn't but then explaing the benefits. This may be difficult in the present climate but could still be achieved through virtual means possibly."
04 Jan 2021