“The difficulty in mastering change lies in the fact that we can’t “program” ourselves to adjust. Human beings are complex and emotional, and some of the stress of change comes from a gap between what we want to feel and do, and what we actually feel. The gap will not go away by ignoring it, but it can be easier to take by recognizing and facing up to one’s real difficulty with change.”—Dennis Jaffe & Cynthia Scott
In the Pocket Mentor book, “Managing Change,” Harvard Business School professor Linda Hill (2009) shared reasons for people’s reactions to organizational change. Dr. Hill listed nine reasons why people resist change and six reasons why people support change.
Nine Reasons Why People Resist Change (Hill, 2009, p. 47):
Six Reasons Why People Support Change (Hill, 2009, p. 47):
Written By: Steve Nguyen, Ph.D.
Leadership Advisor & Talent Development Consultant
Hill, L. A. (2009). Managing change: Pocket mentor
. Boston, MA: Harvard Business School Publishing.
Jaffe, D. T., & Scott, C. D. (2003). Mastering the Change Curve: Theoretical background (2nd edition). West Chester, PA: HRDQ. Retrieved from http://www.traininglocation.com/mastering-change-curve-theory.pdf
In their book, 100 Things You Need to Know: Best People Practices for Managers & HR (2004), Eichinger, Lombardo, and Ulrich — three internationally-recognized experts in human capital management — shared that, in general, managers are “very poor at coaching and developing their people” (p. 470).
This may come as a shock to some, but probably not to others. Why? Let’s think about it for a minute. Line managers and mid-level managers are often quite busy and they simply do not have the time or want to set aside quality time for coaching and developing their staff. And even when some managers do make time to coach and develop their direct reports, coaching & developing others isn’t something that gets rewarded by senior leadership (Eichinger, Lombardo, & Ulrich, 2004).
“Relying exclusively on line managers to coach and develop their people for the long-term is a losing strategy. Typical line managers aren’t good at it, don’t have much motivation to do it, are terminally busy and don’t have or make quality time for it, and are not rewarded for it when the few do actually do it” (Eichinger, Lombardo, & Ulrich, 2004, p. 472).
According to Eichinger, Lombardo, and Ulrich (2004), the recommended best practice is a coordinated process led by human resource professionals and enthusiastically endorsed by senior executives and with the buy-in and collaboration of line managers and the people being coached .
Steve Nguyen, Ph.D.
Leadership Advisor and Talent Development Consultant
Eichinger, R. W., Lombardo, M. M., & Ulrich, D. (2004). 100 things you need to know: Best people practices for managers & HR. Minneapolis, MN: Lominger Limited.