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Success Secrets and Stories
The Human Side of Change: Building Organizational Resilience
Resistance to change isn't a sign of defiance—it's often a signal of deep engagement. Join John and Greg discussing this revelation that stands at the heart of our exploration into organizational transformation, where we unpack why 70% of change initiatives fail and what the successful 30% do differently.
Drawing from cutting-edge psychological research, we reveal how people develop what experts call a "moral force" around existing processes, believing the current way isn't just familiar but morally correct. This explains the passionate opposition many leaders encounter when implementing change. The breakthrough comes in reframing this resistance as valuable feedback from team members who still care enough to engage.
Our deep dive into successful change management practices reveals that organizations implementing proper change strategies achieve their objectives 93% of the time—compared to just 15% success for those with poor change management. Companies are noticing, investing 2.5 times more in transformation budgets than in previous years, reaping rewards of 21% higher profitability and 59% better retention rates.
We explore practical approaches through the 4D model of resistance (destruction, distancing, delays, and dissent), providing leaders with concrete strategies to address each type. The most successful organizations no longer view change as a one-time event but as an ongoing capability woven into their organizational DNA—creating cultures that adapt quickly while supporting people through transitions.
Whether you're leading a transformation or experiencing one, this episode equips you with the tools to navigate change with empathy, strategic clarity, and psychological insight. How might your next organizational shift look different with these approaches? Listen, learn, and transform resistance into your greatest ally for positive change.
Presented by John Wandolowski and Greg Powell
Well, hello and welcome to our podcast, success Secrets and Stories. I'm your host, john Wondoloski, and I'm here with my co-host and friend, greg Powell. Greg, hey, everybody, and when we put together this podcast we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today we want to talk about a subject that I think supports that concept. So organizational change that's really a subject that we have covered before and addressing resistance within that change for empathy and strategy and purpose. It's a little bit more specific and I think, with Greg's background in psychology and a little bit of my background in operations, we wanted to talk about how to create more of a successful transition and how it depends on leadership and how they guide their teams and, mostly, how they handle the uncertainty.
Speaker 2:Resistance is not a flaw to the system. It is a natural human response. General facts are like 70% of organizational change fails. The key is that it's psychology is the root to the resistance that stems from the fear and the human response to fear. This podcast is really trying to help you understand and navigate some of the clarity and compassion and strategic foresight that you need to understand that resistance. Greg, why don't you start us off on navigating organizational change? Thank you.
Speaker 1:John, most organizational transformations crash and burn. Today we're dividing into the art and science of guiding teams through change, how to understand resistance and turning those skeptics into champions. By the end of this episode, you'll understand why people resist change and learn practical strategies to lead successful transformations. What's fascinating is that this isn't just about processes or systems. It's deeply psychological. When we examine why change efforts fail, it's rarely about the change itself. It's about how people respond to it.
Speaker 2:So why do people resist change in the first place?
Speaker 1:So, according to recent psychological research, several key factors contribute to resistance. The biggest one fear of the unknown. Change creates uncertainty, which triggers anxiety in the brain. You know, we're basically hardwired to prefer certainty. Psychologists have identified a concept called the moral force. People don't just prefer the old way because it's familiar, they begin to believe it's morally correct.
Speaker 2:Wait, what? What do you mean? The old way is morally correct.
Speaker 1:Yes, it's fascinating. People start thinking this is the right way to do things, this is how it should be done. It becomes almost like a belief system.
Speaker 2:Whoa belief system. That explains how some individuals become so passionate and they resist change.
Speaker 1:But there's a perspective shift, John, that might surprise you. Resistance isn't always bad. In fact, recent research shows that resistance is a form of engagement.
Speaker 2:Okay, how?
Speaker 1:so Think about it. People who resist care enough to have an opinion. They invest it in the outcome. It's the people who are completely disengaged that you really need to worry about.
Speaker 2:Oh, now, that's profound. Resistance means that they're still in the game. That's the key right.
Speaker 1:Exactly, and you know what. It reminds me of something from the sports world.
Speaker 2:Think about Steph Curry in the NBA playoffs. Wait, the basketball player. How does that connect to an?
Speaker 1:organizational change. So when Curry misses a crucial three-pointer, he doesn't stop shooting. He stays resilient because he trusts his practice and he trusts his skills. And that's exactly what organizations need during change resilience and adaptability.
Speaker 2:Yeah, and probably a bad memory if you're going to have that many shots up in the air. Right, that's right. So how do we build that kind of resilience, that kind of patience, I guess?
Speaker 1:So there's some recent research from Proce and it shows it starts with clear communication. Organizations need to focus on the why behind the change.
Speaker 2:Wait, what is?
Speaker 1:a Proce. Proce is short for professional science. It was founded by Jeff Hyatt back in 94. It's an organization that spent more than 25 years researching how individuals and organizations experience and respond to change.
Speaker 2:Okay, so what does it actually look like in practice, all this research?
Speaker 1:So, according to their findings, successful change leaders do three key things One, they create and communicate a very clear purpose. Two, they build trust through transparency. And three, they promote ownership and accountability.
Speaker 2:Oh, okay. Well, that all sounds great in theory, but how does that actually, you know, build momentum for change.
Speaker 1:So let me share some concrete examples. For clear purpose, leaders must explicitly connect the change to larger organizational goals. They need to explain it, not just what's changing, but why it matters.
Speaker 2:Well, you know, like everybody would like the big picture, sometimes it's not available, but it is good to have the big picture, exactly.
Speaker 1:For transparency. Deloitte's 2025 Chief Transformation Officer study found that companies are now investing in up to 2.5 times more in transformational budgets compared to previous years.
Speaker 2:Wait a minute. Budget two and a half times Okay, that's a big enough jump to get management's attention.
Speaker 1:So because they've realized that successful change requires dedicated resources and experienced leadership. That's why they're doing it and, in fact, 90% of successful transformation leaders have led three or more major change initiatives.
Speaker 2:So that explains sometimes when you're looking for change executive management changes and that experience is really what they're hunting for.
Speaker 1:Absolutely, and here's something remarkable Proceeds. Research shows that projects with effective change management met or exceeded objectives 93% of the time.
Speaker 2:Okay, 93 is going to get somebody's attention. That's impressive.
Speaker 1:Compared to just a 15% success rate for projects with poor change management. The difference is staggering. So those numbers really drive home how crucial good change management is, and it's not just about the metrics. Recent studies show that highly cohesive organizations experience a couple of things. One near and dear to my heart up to 59% better retention. And two 21% higher profitability.
Speaker 2:Whoa Okay, 21% is going to get anybody's attention in terms of a bottom line impact.
Speaker 1:Exactly, but let's talk about practical strategy. So there's a 4D model of resistance, one of effective approaches, the 4D model, which identifies four key types of resistance. First one is destruction, number two, distancing, number three, delays. And the fourth one is dissent. Understanding these helps leaders address resistance much more effectively.
Speaker 2:You know I've seen people that are displaying those different characteristics throughout my career, whenever I've seen that resistance. But can you give an example of how those subjects are actually applied?
Speaker 1:Sure. So let's look at destruction that might involve actively distributing change efforts, while distancing could be someone becoming unavailable for important use right Conveniently unavailable yeah.
Speaker 2:Exactly.
Speaker 1:Recognizing these patterns help leaders respond appropriately. Okay, so what about the other two? So let's talk about delays. Delays involve procrastination, just flat-out missed deadlines. And then there's dissent. That can be a vocal opposition or silent resistance. Silent resistance is often more challenging to address, because at least with vocal opposition you know where people stand.
Speaker 2:Yeah, they're not hiding in the woods, and this is probably where empathy is critical. It's crucial in order to try to make decisions.
Speaker 1:So recent research shows that stress has spiked across the workforce, with 67% of adults reporting increased stress during periods of change.
Speaker 2:Well, I'm surprised there's not like 100%. It's a significant number, obviously it is, john, it is huge.
Speaker 1:That's why modern change management emphasizes the human side of transformation. Leaders need to create psychological safety during the change. Well, how do you do that? So a proxy's got three steps, three key strategies. First one, regular check-ins got to communicate. Second, clear communication channels for all involved to use. And then third, support resources. It's about making people feel heard and supported.
Speaker 2:It seems like it takes a lot of time and effort in order to be that interactive.
Speaker 1:It does, but the return on investment is very clear. Organizations that prioritize the human side of change are seven times more likely to achieve their goals.
Speaker 2:Seven times is a pretty significant number to try to achieve goals. That's almost worthwhile giving it a try just to see if it can get close to that number.
Speaker 1:So think about, John, change as a capability. Here's something interesting the most successful organizations are moving away from seeing change as a one-time event. What do you mean? They're treating change management as an ongoing capability, something woven into the organization's DNA. It's about building change resilience into the organization's DNA.
Speaker 2:It's about building change, resilience. That makes a lot of sense, but it sounds a little pie in the sky, especially with today's fast-paced world. Seriously, it does, but the most successful organizations are those that can adapt quickly and bring their people along with them. Okay, so what are the keys that they should be concentrating on to manage change?
Speaker 1:So first is focus on building trust through transparency, Communicate clearly and consistently and remember resistance isn't always negative. It's often a sign of engagement.
Speaker 2:And for teams going through change.
Speaker 1:Understand that change is inevitable, but your concerns are valid and should be voiced constructively. So bottom line it for me. So change management is your responsibility in your role as a leader period.
Speaker 2:Yeah, which is what we've talked about a lot in terms of what responsibility means for a leader. It's not the executives that are going to make the change, it's you.
Speaker 1:That's right. So let me talk a little bit about understanding resistance to change. There are psychological roots, as John has mentioned. I had a minor in psychology but it served me well in the business world. Resistance often stems from fear and people are afraid of the unknown. They're afraid of loss of control or diminished confidence. Confirmation bias and status quo bias reinforce existing beliefs, making change feel threatening. Common expressions of resistance look something like this passive disengagement, open criticism or even skepticism.
Speaker 2:And that's something that we really want to encourage that open communication, so that they not only feel comfortable to talk, but they expose the people that are resisting at the same time.
Speaker 1:Exactly Because if they're being critical and they're being skeptical, they might be not showing up for work. There might be some absenteeism issues, their productivity might go down a little bit and they also cling to what we've always done right.
Speaker 2:Yeah, we've tried that before.
Speaker 1:So why does it matter? Unaddressed resistance can derail initiatives. They can fracture teams and erode the trust you might have earned. Leaders must recognize resistance not as defiance but as a signal for deeper engagement. They're looking for help, they want more information, they want to get folded in, so to speak. Let's talk a little bit about other strategies for guiding change. Empathy first Leaders must listen actively and validate folks' concerns. As Dr Bobby Wagner notes, building strong emotional connections reduces stress and drives retention. So let's look at clarity in communication. Transparent messaging about the why behind change helps kind of take the mystery out of the process. Open forums and regular updates and storytelling foster trust.
Speaker 2:And I think in one of our previous podcasts we talked about an organization that created like a social network so that they could do this kind of communication, like a social network so that they could do this kind of communication, so it doesn't have to be in a, you know, put a note in a box kind of environment. Setting up a website for exchanging input is one of those tricks for communication.
Speaker 1:That's right, yeah, involvement and ownership. Engaging team members in shaping the change increases their buy-in. Co-creation of solutions empowers individuals and reduces resistance. Because there's buy-in, because they're participating, they're engaged, they're being heard. Training and support Equip teams with the tools and knowledge they need to succeed. Change is less intimidating when people feel they're prepared for it. Yep, and then celebrating milestones, we say celebrate success along the way, recognize progress, no matter how small. Celebrations reinforce momentum and often build a culture of adaptability. Very true. The role of transformation leadership has a couple of other thoughts Modeling vulnerability, leaders who share their own uncertainties and growth foster psychological safety. So what does this do?
Speaker 2:and advise others to step into change with courage and that's something that I think you and I have done, especially when we've dealt with change. We're at least giving them some input on what we're feeling. That that's just kind of creating that openness that you're expecting to see leaders encourage.
Speaker 1:Yep, how about strategic framing so you could reframe the change as opportunity, not a threat? Use metaphors, use stories, vision to inspire forward movement. And then, finally, legacy thinking Connect change to long-term purpose. When teams understand how transformation aligns with values and mission, resistance fades.
Speaker 2:Yeah, and with strategic framing and with legacy thinking, you have to be careful with the words that you use. They are listening to just the inflection in your voice and the terms that you're using. Those are kind of important. You don't want to start crafting magical messages, but you don't want to swear. You don't want to try to come from the negative, you want to try to come from the positive. You want to try to come from the positive and it shouldn't be Pollyanna, but it should be direct and they can smell a con in a heartbeat. Just you know the honesty piece of it. Really, strategic framing and legacy thinking the only thing that really combats those kind of negative concepts is truth and it really kind of shows through, if you're a leader, how that comes through. So we kind of went over this from two different perspectives from the background, in terms of the psychology piece, and a little bit about the mechanics and how we do it, and a little bit about the mechanics and how we do it.
Speaker 2:But change is not about eliminating resistance, which is, I think, important in what we're talking about in terms of transformation With empathy, clarity, strategic leadership, those words that we talk about. That really will bring the group. Together, resistance becomes something more of a catalyst for growth. Leaders who embrace the challenge not only reshape their organization, but they build legacies. Now I have spent a lot of my time going from manufacturing into healthcare, into higher education, back into healthcare, and change is the constant medium in every one of those formats. How much and how dependent they are looking for leadership. Those change leaders are really the ones that they're looking for and usually have the opportunity for advancement because they're part of the process trying to make a change. So hopefully these lessons that we're talking about are some help in terms of your travel for being a leader.
Speaker 2:And, if you like what you've heard, I've written a book called Building your Leadership Toolbox and we talk about tools like this and it's available on Amazon and Barnes, noble and other sites. The podcast is what you've been listening to. Thank you so much. It's also available on Apple, google and Spotify. A lot of what we talk about is from Dr Durst and his MBR program. If you'd like to know more about Dr Durst, you can find out on successgrowthacademycom growthacademycom, and if you'd like to contact us, please send me a line. That's wando75.jw at gmailcom. And the music is brought to you by my grandson. So we want to hear from you. Drop me a line, tell me what's going on, what you like and what you would like to hear about, and it's always helped us to create content like and what you would like to hear about, and it's always helped us to create content. Thanks, greg, this was fun. Thanks, john, as always. Next time, yeah.