The document summarizes research conducted on resistance to change from a leader's perspective. It interviewed 16 change leaders from over 55 organizations across various industries. The research identified 17 symptoms of resistance to change categorized into individual, group, and organizational levels. It suggests that leaders' inability to address deeper psychological levels like values and identity may be why most change initiatives fail. The document explores frameworks for leading change and individual/group transitions more effectively.
3. POLL
Ques)ons
#1
• Which
one
is
your
interest?
– Find
ways
of
being
be=er
at
what
we
do
– Be
free
to
bring
new
ideas
to
the
table
– Be
able
to
frame
new
ideas
contextually
n=169
Select
only
one
9. POLL
Ques)ons
#2
• As
you
think
of
examples
of
Resistance
to
Change,
do
you
perceive…?
– Only
Nega)ve
ac)vity?
– Only
Posi)ve
ac)vity?
– Both
Nega)ve
and
Posi)ve
ac)vi)es?
– Neither
Nega)ve
nor
Posi)ve
ac)vi)es?
n=162
Select
only
one
15. POLL
Ques)ons
#3
• Please
select
the
one
you
feel
is
hardest
to
work
with.
– Capabili)es
– Environment
– Values
and/or
Beliefs
– Behaviours
– Sense
of
Iden)ty
Select
only
one
n=165
17. What next? ‘Grow Through Change’,
working with other frameworks
How to engage in this space
• Funded Research
• Workshops
• Professional Coaching
• Professional Supervision
Rod Willis
rod.willis@assentire.net
assentire.net/supervision/
apm.org.uk/BOK6
APM Body of Knowledge
ISO 9004
goo.gl/xPlbm6
And
Adult Development & Leadership Theory