How to Manage Change Resistance in Not for Profit

While managing change in any business environment (either for-profit or non-profit) requires very similar strategies, there are differences within the non-profit environment that make emphasis on specific tactics necessary for effectively managing the inevitable resistance to the change effort. Throughout the implementation of your organizational change, non-profit leaders will need to focus on continually and consistently communicating the change vision, defining the concerns at the root of the resistance and involving resistant parties in the change process.

Instructions

1. Survey the members of the organization (verbally or on paper) to get an idea of their impressions of the change and the implementation process. Identify the individuals that are most resistant to the organizational change. These individuals are usually not difficult to identify. However, to identify those who are resistant but less vocal, you will need to interact with them directly to define their level of enthusiasm regarding the organizational change. Don't be afraid to ask directly, "how do you feel about the changes we are implementing." And, while you are probing for their impressions, remember that this is a great opportunity to gain productive feedback and communicate how much you value the input of the staff.

2. Compile a focus group to openly discuss the concerns of the resistance group. Select 1 to 3 members of the change leadership team to moderate the focus group. Engage small groups of 3 to 10 individuals in an interactive, conversational meeting to openly discuss their concerns and the reasons behind those concerns. Try to explain how the proposed changes will support the mission and vision of the organization. By focusing on the common value of supporting the non-profit's mission, many objections should be able to be negotiated.

3. Record the concerns of those resistant to change and the suggested solutions to addressing their resistance. One moderator and one of the group members should record the possible solutions and ways to address their concerns. It is often best to use a large white board or flip chart so everyone can see the cooperative effort.

4. Use the information gained from the focus group to define ways to address the expressed concerns. You will conclude the focus group with a list of concerns that generated the resistance and a list of solutions that were co-generated by the change leadership team and those in the resistance group. Implement these suggestions quickly. If possible ask individuals from the resistance group to assist in their implementation.

5. Follow up with the original resistance group with a second meeting after implementing the agreed upon accommodations. Define whether there are individuals that cannot accommodate the change even after your effort to include them in the process and be attentive to their concerns.

6. Remove those individuals who refuse to support the change effort. This may include shifting positions, altering job descriptions, or termination of employment. While the prospect of losing a skilled professional due to a difference of perspective may be difficult for non-profits operating on a tight budget, the threat of having a reassignment of duties is incentive enough for the die-hard non-profit staffer to reassess his perspective.

References

• Evan Carmichael: How to Manage Change
• Team Building Inc: Overcoming Resistance to Employee Involvement