Often resistance to change is just the lack of clarity.
Taking the time to be clear on what the goal or end of the process will look like and defining with clarity what is expected can be enough to move people and yourself into action.
People get into small groups of 3 to 5 and determine what is working well with their team and what they would like to be better in 100 days. Phrasing the activity in ‘present into the future’ allows the team to create solutions and small steps for improvement.
The value in this method is that by focusing on what you want the solution to be as opposed to focusing on the problem, your energy and focus can be put into developing action steps towards the solution. The problem is known and acknowledged AND the solution is found in examining what you know, what resources you have and need in order to solve your problems in your context and in learning how to continually improve.
Acknowledging the problem AND developing a shared understanding of the goal to be achieved. Then working backward to accomplish this goal by carefully and pragmatically searching through the organization, team and / or persons real-life and work experience to identify exceptions of when the solution is already happening or could possibly happen in the future.
Developing steps to identify what you want to happen, as opposed to what you don’t want to happen can seem to simple. And, if we begin to identify what we want to have happen, using language that describes the solution – a different use of the language is created within teams.
The what of our thinking comes from training, reading, experience and other methods of learning.
The how of our thinking is different. It is how you think about the what you are thinking about.
Have you ever wondered, why do we care what someone who is watching us thinks? Especially when it’s someone close like a spouse or loved one. Possibly someone who has control over your work, like your manager or subordinate.