Resistance to Change
Everyone knows the problem of resistance to change. If your organization is somewhat stable, there must be significant factors (usually in the form of feedback mechanisms) that are keeping it that way. Any attempt to change the organization will automatically trigger these feedback loops; causing what most management specialists call resistance to change. Even though the TOC and TQM methods are logical, and most of them are quite simple, implementation can be difficult if you do not recognize and deal with the resistance that is sure to develop.
API has a developed research-based process to implement CCPM that deals with resistance at three levels. We based our process on the extensive research of John Kotter and Chris Argyris, noted leaders in the field of organizational change, and have honed it in the field. The first level is the individual behavior level. You can influence human behavior most by changing the day-to-day feedback delivered by peers, management, and formal measurement systems: the consequences of behavior. The second level is the social group in the company. This often requires significant facilitation, as the norms of group behavior are very powerful and reinforced in many subtle ways. The top level is the organizational level, where senior leadership has the greatest influence.
Dr. E. Goldratt uses a model he calls the 'six layers of resistance.' It is a somewhat helpful model to communicate the idea of resistance, and some of the concerns that people will express. You can read about it on the AGI WEB site. It is a cognitive model, and while necessary, frequently not sufficient to overcome organizational resistance. Behavior research shows that people behave differently than they say they do, and often are not aware of those differences. We have found a behavior based approach to be more effective and planning and causing change.
Our experience in implementing TOC, and especially Critical Chain Project Management is that it always succeeds if management takes an active leadership role, and never succeeds if they take a more passive 'let it happen,' or 'hope it will happen' role. The nice thing about TOC is that it very rapidly reduces the quantity of problems that management has to deal with, so once started, there is a positive feedback to carry it to completion.
The best way to get to a general theory is to use the scientific method, and from the effects, pose a cause, and do experiments to verify the cause model. Management theory is not there fully yet on resistance to change. The following model integrates Goldratt's layers of resistance model with other potential causes of resistance. The assumptions (in the box labeled BECAUSE) relate to the idea of behavior antecedents and consequences.
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