Overcoming Resistance

Resistance is Normal

There is something stronger than implementation and that is installation. Activities can be implemented because they are simply a matter of doing. Values, however, cannot be implemented because they involve thinking and identifying. As discussed in the analysis of management culture, values must be installed. Systems are also impersonal and contextual: they typically require staff to identify with the organization for their most effective use.

Although resistance to change is largely unavoidable, it can be handled if accountability interactions bypass a Level. There are five possible interactions, but WL7 ↔ WL5 is not appropriate: so in practice there are four. They deal with (click to go direct): 

• Policy Installation: WL6 ↔ WL4
• Program Installation: WL5 ↔ WL3
• Program Maintenance: WL4 ↔ WL2
• Systems Installation: WL3 ↔ WL1

Why is WL7 ↔ WL5 missing?

Identity has no direct relevance to the development of strategy which simply regards overarching values as given. Strategy should not impact on identity either, because it is about finding ways to evolve the given identity in an environment to deliver a given outcome (strategic objective). There may, however, be indirect influence on WL5 from Identity control-WL7 via the Policy Centres-WL6 or via the Program Centre-WL4_B.

Policy Installation: WL6 ↔ WL4

Policies all too easily get distorted or even derailed e.g. by concurrent initiatives, external pressures, internal politics, expedient choices, and simple confusion about what is actually required. It is therefore essential that HQ staff bypass operational chiefs (e.g. CEOs of subsidiaries) and interact directly with the WL4_B-General Managers. This interaction takes two forms.

Systematic Policy-WL6_S ↔ Management Control-WL4_B

Implementation is challenging because policies ramify across functions and disciplines, often across subsidiaries and (within each) across their main divisions. Accountability here is not about being in charge (like a line-manager), but about ensuring that the policy is fully understood and that progress is occurring at a reasonable pace. Continuing reports and periodic two-way communication are essential, because getting extra HQ input may well be essential if any major setback emerges.

This Channel is named: Policy Maintenance.

Policy Response-WL6_R ↔ Management Control-WL4_B

When there is a pragmatic policy, WL5-CEOs require that their WL4-general managers take prompt action and adjust budgets or plans if need be to overcome obstacles to change. However, this may be politically difficult or lead to undesirable outcomes. HQ has levers (e.g. resources, methods, influence, relationships) that can assist operational adjustment, and these may need to be brought judiciously into play to assist WL4-managers keep the new policy on track.

This Channel is named: Policy Intervention.

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Program Installation:  WL5 ↔ WL3

Program implementation is rarely straightforward. Agreed programs get distorted, deflected or diminished by new initiatives, emerging crises, unforeseen obstacles, staff changes, and attitudinal or political problems. To avoid disjointed incremental progress with loss of direction, the WL5-instigator of programs requires direct contact with the operational managers at WL3—with and without the WL4-manager present.

Program installation is again not about «becoming the boss», but is strategic in nature. It is about ensuring progress occurs at a reasonable pace, and that the over-arching program goals are well understood and remain relevant. Front-line evidence on issues can lead to WL5-choices unavailable to WL4-staff.

This interaction potentially has four forms. However, two channels link similar work styles—Coherent Strategy-WL56_S ↔ Rational Systems-WL3_S and Ad hoc Strategy-WL5_R ↔ Emergency Arrangements-WL3_R—and so mediation by WL4-Management Control is needed to sustain coherence. The other two channels are how accountability must be discharged.

Coherent Strategy-WL5_S ↔ Emergency Arrangements-WL3_R

Resistance to change within operations can often be largely overcome by the WL5-CEO simply demonstrating a commitment to the program's rationale and a resolve to make it happen. Feedback about practical progress can enable support for minor pragmatic adjustments by WL3-managers in order to advance the program.

This Channel is named: Program Imposition.

Ad hoc Strategy-WL5_R ↔ Rational Systems-WL3_S

In the face of difficulties or conflicting demands, the WL5-CEO is in a position to adjust a program, bring more resources to bear, or use other levers in an ad hoc way to remove a blockage.

This Channel is named: Program Intervention.

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Program Maintenance:  WL4_B ↔ WL2_B

It is one thing to get a program installed, it is another thing for it to continue operating successfully. Anything new in operations is liable to be diffused, modified, adjusted and even side-lined by daily pressures geared to old habits. There may also be changes based on genuine concerns to maintain work-flow. That is why there needs to be a channel of accountability between WL4_B and WL2_B.
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WL4 is where a program is developed, costed and agreed, and WL2 is where complex, tricky situations have to be handled. So on-site interaction and periodic reviews between WL4 and WL2 are required to check the way that systems support programs in practice.

This Channel is named: Program Maintenance.

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Systems Installation: WL3 ↔ WL1

Systematising activity is the way that an enterprise generates outputs efficiently and to the desired quality. Minor changes to systems can be handled via systems maintenance (L3_S ↔ L3_R), and large changes via systems implementation (L3-L2_B). However, new systems cause disruption during their introduction, never work perfectly at first, and demand a degree of learning. WL2 managers cannot effectively deal with intense objections (often spear-headed by labour union representatives), so installation is required.

Rational Systems-WL3_S ↔ Output Control-WL1_B

Significant new systems take many months to develop and they are not optional. WL1-staff need more than just training in their use, they need to make it part of their way of thinking about work. WL3-managers must explain why the new system is required, what its logic and values are, what the rules and procedures are, and how various practical issues are to be handled.

This Channel is named: Systems Imposition.

Emergency Arrangements-WL3_R ↔ Output Control-WL1_B

WL2 staff lack the clout and perspective to deal other than temporarily with serious system faults, major misunderstanding, and negative attitudes. The WL3 manager must get involved in these cases, and see and hear about issues at first hand. The result might be to alter supervisory arrangements, negotiate with functional managers controlling related systems, or allocate additional space, equipment or staff. The system itself might need adjusting and staff training might need amending.

This Channel is named: Systems Intervention.

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• The final accountability requirement is for the permeation of values through operations. This is involves WL7 alone.

Originally posted: 22-Feb-2014