Strategies to Manage Resistance to Change

Any new process is bound to meet some degree of resistance. Overcoming it is critical to the successful implementation of lean Six Sigma process improvements. Resistance can cause unnecessary delays, waste and process performance that falls short. As a result, implementation efforts should include strategies to diffuse resistance.

Common Forms of Resistance

Resistance typically arises from fear and a lack of understanding. It can appear in several forms, but the more common tactics include:

  • Ignoring the new process
  • Failing to comprehend the process
  • Challenging the validity of the process' benefits
  • Criticizing the process tools
  • Allowing exceptions
  • Sabotaging or delaying process implementation

Strategies for Dealing with Resistance

  • Ignoring the new process - There is some truth to this resistance tactic. Lean Six Sigma process improvements cannot succeed if they are not actively adopted. Process improvements must be impossible to ignore. Implementation leaders would do well to base employee reviews and other established processes whose outcome holds value to employees to successful implementation.
  • Failing to comprehend the process - Effective training is key to the successful adoption of lean Six Sigma process improvements. Training efforts should include clarified communication efforts, one-on-one sessions, and checklists. Methods should offer guidance and simplify adoption of the process as much as possible.
  • Challenging the validity of the process' benefits - Proven results speak the loudest. Before introducing new processes, research other companies or departments that have had success with their attempts to bring about lean Six Sigma quality improvements.
  • Criticizing the process tools - The best way to diffuse resistance to using applications or tools in support of a process is to provide a feedback mechanism for enhancements. Allowing employees the opportunity to offer suggestions yields better working applications and less reluctance to use them.
  • Granting exceptions - The quickest way to develop variation within a process is to allow exceptions. Moreover, once an exception is made, there is a tendency for more to follow, to the point that the process quickly becomes diluted. A policy that makes no exceptions is the best preventative measure.
  • Sabotaging or delaying process implementation - A common tactic in the face of change is to attempt to delay implementation efforts, claiming the timing is not right. The reality is that internal and external forces will always compete with the improvement process. The sooner implementation occurs, the sooner quality increases, waste is reduced and the benefits of lean Six Sigma operation can be realized.