The Capacity to Change Survey provides measures of the following categories:

Rationale for Change

Consequences

Trust

Training

Communication

Integration

Politics

Participation

Measurement

Disruption

Personal

Change History

Survey information is critically important, in the short run, to target scarce change management resources for a specific change initiative.  In the long run, survey information is required to evaluate and direct the development of the organization's ability to implement change fast and effectively.

To overcome initial resistance to change, first use a survey to measure overall resistance to change, the reasons for that level, and where in the organization the resistance is strongest.  Next, use the "3 C's Communication Program" to "unfreeze" the status quo.  Then establish a feedback loop to refocus messages and concentrate the effort.  Lastly, rely of well-trained and selectively positioned change agents to persuade skeptics.

Don't rely on negative reinforcement to produce change.  Too much hurts morale and leads to turnover.  At best, it produces compliant behaviors.  Positive reinforcement is the best way to produce discretionary effort.

There seems to be somewhat of a controversy concerning whether or not people inherently resist change.  Information Week surveyed a sample of companies who had recently implemented various form of technological change and revealed that 90% of those surveyed reported "strong resistance to change." 

 Its been our own experience that workers do typically resist change.  But we believe, however, that change is often resisted not because of some inherited mechanism, but because of workers' personal experiences with the consequences of change.  We support the proposition that it is primarily the consequences of change, not change itself that causes resistance.

Regardless of its source or reason, some initial resistance to change can be expected. So what steps can organizations make in anticipation of the resistance?  In our experience, we have found four approaches useful.

First, employee surveys can be used to quickly assess the nature, magnitude, and location of intense pockets of resistance.  With this information, you can better shape and focus your change management efforts.  Our Capacity to Change Survey measures fifteen salient dimensions of organizational climate through which you can: 

• Assess the current state of your organization's ability to assimilate change;
  
• Measure changes in capacity to change over time so you can evaluate your success in building organizational resilience; and,
  
• Compare different units in your organization to highlight areas of concern and pinpoint exactly where you can expect the strongest resistance to change (this information is critical in determining the number and location of change agents needed).

Often said, but worth repeating: "You can't manage what haven't measured."  Information produced from properly designed, administered, and interpreted surveys provide the best means of measuring the capacity of an organization to assimilate change.  Organizations are much like sponges in this regard.  They can absorb only so much at a time.  The difference is that the absorption capacity of organizations can be increased, but survey information is needed to guide this process. 

Second, we know from research and experience, that the "targets" of change are typically not ready to conform with new behaviors until the status quo is "unfrozen."  Upon first learning about a proposed change through "corporate grapevine" or even from official announcements, many of the change targets will enter a period of denial - that "this really isn't going to happen."   This is followed by a period of stronger resistance that, is in turn followed by depression and "the Valley of Despair."   Frustrated and somewhat confused, it is important to move the targets out of "the Valley of Despair" as quickly as possible.  The methodology we use to "unfreeze" the status, we've named the "3C Communication Program."  The "3C's" stand for:

      CONTENT - What exactly are the changes proposed?

      CONTEXT - Why are these changes necessary now?

      CONSEQUENCES - What's going to happen to me?

We have observed that many organizations spend too much time and effort on communicating the Content of change and much too little on Context and Consequences.  The Context messages must convince change targets the status quo is no longer viable and change is inevitable. Change targets need to understand that they standing on the proverbial "burning platform."

With respect to messages about the consequences of change, we recommend focusing on three ideas.  First, the targets of change should be assured of some fashion of reasonable participation in the detailed planning of the change initiatives (and be sure to make good on the promise).  Second, adequate training and coaching should be promised.  Third, change targets should be convinced that appropriate rewards and recognition will be made available.

Third, as quickly as possible, establish a feedback loop to learn of the change targets' initial reactions to the first 3C communication efforts.  Rather re-communicating the same messages, timely feedback will facilitate the process of adjusting the next round of communication.  Repeating the same messages over and over again creates the impression that senior executives are not listening to the concerns being expressed throughout the organization.  When repeating the same messages over and over doesn't produce the desired results, dissuade change sponsors from relying too heavily on threats (negative reinforcement) with change targets.  While this will likely result in compliant behaviors, it will do little or nothing to produce discretionary effort - positive reinforcement is required for this.

Fourth,  rely on well-trained and selectively positioned change agents to persuade skeptics.  Surveys clearly indicate that senior executives are not trusted as much as one's immediate boss.  This means that first-line and second-line managers, particularly those properly trained as change agents, are in the best position to help with the "unfreezing" of the status quo.  The role of change agents is more comprehensively discussed in our section on Sustaining the Change Process.

Remember, in the early stage of the change process, the focus of the change agents should be on "unfreezing" the status quo.  This means convincing change targets that the way things are simply cannot be maintained - change is inevitable.  It is not necessary to initially "selling" all aspects of proposed change initiatives.  To get through the "Valley of Despair" change targets must only accept the idea that some kind of change will take place, so that might as well give the proposed changes a chance.  Greater enthusiasm and support can be built once change targets are willing to abandon the status quo.

Key #2

Overcoming Initial Resistance to Change