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By on December 6, 2011 in ,

You’ve probably heard the advice that the first step in solving a problem is to define it clearly. But therein lies a risk: the way you define a problem may limit where you look for a solution.

A classic example of this comes from architecture: ask someone to design a door and that’s what you’ll get; ask them to design a way of getting from one place to another and you might get something very different!

I was recently talking with one of my coaching clients about how to manage ‘resistance to change’. Well, the thing about ‘resistance to change’ is that it has become such a familiar concept that we risk becoming limited in our thoughts and actions – we see a certain behaviour and assume it’s resistance. Perhaps we assume wrongly. What if we probed a little?

We even anticipate and plan for resistance and pull out our standardised change management toolkit. The risk is that by expecting it we create it, that we approach our colleagues anticipating a difficult conversation and armed with arguments. We become more concerned with ‘sticking to our guns’ and getting our way than with understanding their ideas, concerns and feelings.

And remember, the very concept of ‘resistance to change’ is just that – a concept. It has its origins in an engineering mentality, in the metaphor of organisations as machines. You push in one direction and an equal and opposing force pushes back. In fact the harder you push the more resistance you encounter. Seems a rather difficult way to do things!

So, before getting too far into ‘how to manage resistance to change’ be aware that as soon as you go down that path you may limit your freedom to think differently. If a good test of a concept is “is it useful?”, maybe it’s time to change ‘resistance to change’.

What do you think?