The Ultimate Guide to

Change Management
for Enterprise Organizations
Everything your organization needs to know to
successfully manage change.
 Whatfix
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that empowers individuals &
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 Change State of
1 Models
5 Enterprise Software

Change Change Resources

2 Communication
6 and Templates

Table of
Contents Types of Driving Adoption
3 Change
7 of Change

Change
4 Best Practices
Introduction
On average, one-third of CRM implementations in enterprise organizations fail. Dig further, and you’ll
find that even “successful” projects often result in only partial adoption—users aren’t logging in daily,
creating and completing tasks, or inputting important customer data. When employees use the
system inconsistently, you’re wasting money on user subscriptions, repetitive training, and missed
opportunities.

The people affected by the change are the key to successful transformations. In fact, 83% of senior
executives cited convincing employees to use new software as their greatest challenge. Let’s say you
have 100 Salesforce Lightning Enterprise users but only 30 of them actually use the software.

At $150/month per user, you will be throwing over $10,000 down the drain every single month. That
doesn’t even cover the costs of partial adoption, inaccurate reports due to incomplete data, and
decreased productivity. If you don’t prioritize your employees in your change management plan,
you’ll end up paying for it down the line.

Any time you modify how a company functions, you are asking employees to move outside of their
comfort zone and trust that the change is for the better. The problem with that is only 22% of
frontline employees report that they enjoy leaving their comfort zone. If you want to move past your
employees’ instinct to resist change, you have to build trust by showing them why the change needs
to happen and how you plan to support them throughout the process.

Successful changes in an enterprise organization require consistent management every step of the
way, from implementation through adoption. Use the models, methods, best practices, and tools
explained here to manage your next organizational change. Each chapter includes an example of how
a company might facilitate the adoption of a new organizational structure, sales software, vacation
policy, and more.
Chapter 1
Follow an Established Change
Management Model
Change is an inevitable, yet hated, aspect of a growing business, but you don’t
need to adopt a “resistance is futile” attitude to get people on board. Change
management models are designed to act as compasses that help you
navigate difficult transitions and guide you and your team towards
acceptance and the adoption of changes.

Switching from one video conferencing system to another may seem like an
easy change, but anyone who has been forced to make that switch can tell
you that small frustrations like having to hunt down the share-screen button
or navigate mic-muting options can lead to a serious aversion to the new tool.
Change management models prepare you for resistance and guide you and
your employees towards a successful implementation of change.

Change management models are concepts, theories, and methodologies that

provide an in-depth approach to organizational change. They aim to provide a
guide to making changes, navigating the transformation process, and ensuring
that changes are accepted and put into practice.
1 What are the best change management models?
Following a proven method for introducing and establishing a change will increase your success rate. A variety of
established change management models exist; the challenge is to find the one that works best for your situation.

Some models are better suited to large-scale, organization-wide changes, such as moving all customer
management from a variety of programs into a centralized system within Salesforce. Smaller changes, such as
altering the format of client monthly progress reports sent by the marketing department, might be better suited to
a less complex change management model.

We'll break down the 10 change management models that have been proven to be the most effective - and most
widely used. As you consider each, be open to using more than one method, sometimes simultaneously.

1. Lewin's Change Model

The Lewin Change Management Model, developed by Kurt Lewin, is popular thanks to its three-phase model that
breaks down big changes into more manageable chunks: unfreeze, change, and refreeze.

You must first “unfreeze” your current process and analyze how it can be improved so that everyone affected
understands the need for change. You then make your changes and guide employees throughout the transition.
Once changes have been deployed and tweaked according to employee feedback, you must solidify or “refreeze”
the new status quo. So few phases don’t guarantee a fast transition.

Lewin’s Change Management Model often involves spreading out the “change” phase over a long period of time to
overcome resistance and provide adequate training. Use this change management model when you have strong
support from senior management and need to make organization- or team-wide changes.
1 2. McKinsey 7-S Model
The 7 S’s of this model make it one of the more complex change models, but that complexity may be necessary
when implementing organization-wide change.

The model’s seven elements are not designed to be addressed in a specific order but rather assessed by how they
affect each other. Those elements are: strategy, structure, systems, shared values, style, staff, & skills.

The first three — strategy, structure, and systems — are considered the “hard” elements, meaning they are simpler
to identify and easily influenced by management. The remaining four “soft” elements, conversely, are more difficult
to describe and are influenced by the company culture.

Your staff, their skillsets, the company’s overall leadership style, as well as the values or culture of the company are
more fluid and subject to continuous change. The key is to keep all seven elements in harmony by analyzing how
they interact with and affect each other.

3. Nudge Theory
Nudge theory relies on subtle, indirect suggestions that are backed up by evidence so that employees will be
nudged in the direction of change that they desire. The premise is that “nudging” change is more effective than
strictly enforcing change.

Below are the theory’s basic principles:

1 Define change
Consider employee viewpoint
Provide evidence to show options
Present change as a choice
Listen to feedback
Limit options
Solidify change with short-term wins

Nudge theory allows employees to see the need for change for themselves and influence how it is made, making
resistance less likely. Nudge theory is best used in conjunction with another change management model.

4. ADKAR
The ADKAR Model is a bottom-up method created by Jeffrey Hiatt. It puts the focus on the people behind the
change. This is not a sequential method; each letter in the acronym represents a goal to be reached as a company:

A - Awareness of the need for change

D - Desire of participants to support the change
K - Knowledge on how to change
A - Ability to implement change
R - Reinforcement to sustain the change
1 By putting the focus on employees, the ADKAR method limits resistance and thus speeds up implementation.

Much like the Nudge Theory, the ADKAR change management model values employee input and support. Instead
of going to your employees with a mandate for change, you start a conversation to make employees aware of the
need for change so that you can convince them that they will benefit from it. This will foster their desire to
participate in the implementation.

5. Kübler-Ross Change Curve

You will likely recognize the Kübler-Ross Change Curve as it is based on the five stages of grief, which was defined
by the psychiatrist Elisabeth Kübler-Ross. By acknowledging that change is often met with emotional reactions (as
opposed to more logic-based objections), you’re better prepared during each of the method’s five stages: denial,
anger, bargaining, depression, and acceptance.

Employees may move through these stages in random order and even repeat stages. It’s essential to
communicate and empathize, so employees feel that you are acknowledging their emotions throughout the
journey towards acceptance.

The unpredictability of emotions makes this change management framework ill-suited for large-scale changes.
The Kübler-Ross Change Curve is great for small groups because it allows you to connect with employees on an
individual level. Pair this model with another change management framework that outlines clear steps towards the
desired result.
1 6. Bridges’ Transition Model
The Bridges’ Transition Model is similar to the Kübler-Ross Change Curve in that it focuses on the emotional
reactions throughout a transition.

While many change management models focus on the change itself, this model narrows in on the transition
process by breaking it into three stages:

Ending, losing, and letting go

The neutral zone
The new beginning

The concept behind this model is that change is a thing that happens to people, versus a transition, which is a
journey people embark upon. By anticipating the denial, anger, and frustration that comes with change, you can
better guide people towards the neutral zone, which is the bridge between the old and new.

This feelings-based, personal approach helps management and employees work together to transition and solidify
change. Once again, taking your employees’ personal feelings into consideration when implementing change
guarantees a higher acceptance rate.

7. Satir Change Model

Also related to the Kübler-Ross Change Curve, the Satir Change Model monitors the emotional progression of
employees by tracking their performance through five stages:
1 Late status quo
Resistance
Chaos
Integration
New status quo

Using a change management model with a phase called “chaos” might not seem enticing, but there are advantages
to anticipating the negative reactions that generally accompany big changes. This model aims to avoid issues that
arise when people get frustrated and give up on new processes.

This approach acknowledges that many changes are abandoned due to resistance, confusion, and lack of
communication, but it does not necessarily provide you with a roadmap to reinforced, sustained change.

8. Kotter's 8-Step Theory

Developed by Harvard Business School professor John P. Kotter, Kotter’s Theory for change management is
divided into eight stages
1 Create a sense of urgency
Build team change
Form strategic vision
Communicate the vision
Remove barriers to change
Focus on short-term wins
Maintain momentum
Institute change

It does a great job of building enthusiasm and understanding the need for change, acting as a guide. However, this
top-down model neglects to include a stage that calls for employee feedback, so there is a risk that employee
resistance will stall the process.

For larger companies, it can work very well. But for smaller companies, in which feedback is critical and expected,
you risk employee resentment and alienation. Pair it with other models that allow for employee feedback
throughout the process.

9. Maurer 3 Levels of Resistance

The Maurer 3 Levels of Resistance and Change Model is unique in that it centers on what causes changes to fail.
This model focuses on three critical levels of resistance:
1 I don't get it. People are prone to rejecting what they don't understand. When employees fully do not comprehend
the need for change, you're setting yourself up for failure

I don't like it. Emotional reactions are a huge barrier to change. Resistance emerges when employees are
frustrated.

I don't like you. A lack of trust directly influences employees' ability to trust the judgement of a change agent.

The creator of this model, Rick Maurer, believes that up to two-thirds of significant changes will fail due to lack of
information, negative emotional reactions to change, or lack of trust and confidence in the person or people trying
to implement the change. While the Maurer 3 Levels of Resistance and Change Model is best paired with a step-
by-step guide, anticipating and understanding forms of resistance can be incredibly valuable.

10. The Deming Cycle (PDCA)

The Deming Cycle, which was originally developed by Dr. Williams Edwards Deming, is also known as the Plan-Do-
Check-Act (PDCA) cycle. This framework focuses on process improvement and is divided into four phases: plan,
do, check, act. PDCA is called a cycle instead of a model because it is designed to work on a loop. You identify
issues and potential improvements during the planning stage, then implement them on a small scale, such as
within one team or a small department.

You then check and monitor progress to see if this change could benefit from adjustments, and then you act
accordingly. The acting could mean implementing the change in other areas of the company, or it could mean
going back to the planning stage. This change management framework works best on a small scale, testing
changes on a single team or department and tracking results before implementing changes company-wide.
Chapter 2
Change Communication Plan
Change is an important aspect of any evolving company, but all changes, big
and small, are likely to face obstacles during their implementation. You may
be excited to automate sales execution using Salesforce, for example,
because you really believe it will streamline the sales process. But how can
you get your employees to share your enthusiasm? It all boils down to
communication.

When implementing change, companies often focus too much on logistics

and not enough on communication. Change has to be understood and
supported in order for it to be successful – without great change
management communication, the change is destined to fail.

Here are 7 tips and best practices to create a change communication

strategy.
2 EXAMPLE SCENARIO

XYZ Creations is implementing Oracle for customer service management.

For years, they have been handling customer service tickets through email. Using email for customer
service tickets is a clunky and error-prone system, but the team is used to it.

XYZ Creations knows that it is crucial to properly communicate the upcoming change to their team,
and creates a communication strategy based around these 7 pillars:

1. Be specific
In the initial announcement, XYZ Creations provides specific details about the who, what, where, when, and why of
the change, “starting April 7th, we will begin transitioning to Oracle. The customer service team will transfer all
open customer service tickets by April 21st. Handling customer service through Oracle instead of email will allow
us to shorten response time, track conversations, and allow customers to reach us through various channels.”

2. Communication through right people

Because the customer service team will be affected the most by the switch to Oracle, XYZ Creations designates
the head of customer service, Molly, as the main point of contact. Molly is familiar with the CS agents’ daily routine,
so she is well-equipped to answer questions and address concerns about the transition.
2 3. Multi-channel communication
Although Molly is available to chat with her team, XYZ Creations wants to make sure employees will be exposed to
the Oracle change through multiple channels. To ease the CS team into it, Molly launches a daily email series with
tips on using Oracle, including video tutorials that is stored in the company wiki, so the team can access them at
any time. A Slack channel dedicated to the transition also gives employees a place to ask questions, discuss
issues, and share their own tips.

4. Answer 'what's in it for me?'

Ultimately, the customer service team will be responsible for making the change - so it’s important for them to be
invested. XYZ Creations explains that Oracle is much more efficient than current processes and will make CS
agents’ jobs easier (ie: "what's in it for me?")

They also explain the customer service team will be responsible for transferring all current CS tickets into Oracle
over the course of two weeks (ie: "what does it mean to me?")

5. Prepare for resistance

No matter how beneficial the change may be, resistance is inevitable. In order to get ahead of resistance to the
Oracle transition, XYZ Creations speaks openly with their team: “We know that learning new tools takes time. We
will provide training before, during, and after the transition through multiple mediums, including video walk-
throughs, chatbots, digital adoption solutions, and weekly check-ins to identify where you’re having the most
difficulty.”
2 6. Listen to feedback
The team sets up weekly check-ins with Molly so that customer service team members can speak with their
direct supervisor. These meetings allow Molly to find out what’s working and what is causing stress. She then
brings the concerns to her direct supervisors so that they can make adjustments to the implementation plan.

7. Repeat
XYZ Creations applies the Rule of Seven to their change management communication plan. Not only do they use
multiple communication channels, but they are sure to repeat themselves. Talking about the benefits of Oracle,
chatting with the team about their concerns, and monitoring progress helps move the change process along
quickly and smoothly.
Chapter 3
Types of Organizational
Change
Recognizing the need for change and knowing how to make that change
successful are two very different skills. Strategy is key, but where to begin? It
"
“People want to know why the
technology is necessary, what
makes it better than previous
all starts with understanding what type of organizational change you’re
solutions, and how you are
making.
going to support them
Organizational changes are changes that have a significant impact on the during the transition. ”
organization as a whole. Major changes to personnel, company goals, service

offerings, and operations would all be considered organizational changes. It’s

a broad category. Before you can design your change management game
plan, you must determine the type of organizational change you’re making.

Different types of organizational change will require different strategies.

Everything from the implementation plan to the communication should be
tailored to the type of change you want to make. Before you begin
strategizing for change, ask yourself: Is this a strategic, structural, people-
centric, or remedial change?

In this section, we break down the various types of organizational change.

3 1. Strategic transformational change
All changes will affect some aspects of a company, but not all changes are transformational.
Minor modifications to existing tools or policies will influence but not completely redefine a business. Big changes,
on the other hand, transform companies. Whether that transformation is positive or disastrous depends on the
strategy used to make it.

If you want serious results, you’ll need to do some serious planning. You need to identify what the ultimate goal is
and then design a plan to achieve it. Preparation and ongoing change management are essential for implementing
these large-scale types of organizational change.

Here are a few examples of strategic transformational change in the workplace:

Updating mission statement as a company grows

When companies first launch, the initial focus is often on lead generation and getting clients through
the door. However, once the company has an established customer base, the focus could shift to
upselling, for example. When the main mission changes, the company mission needs to evolve as well.

Introducing a new technology

Technology is designed to make our lives easier, but learning curves can make technology-related
changes tricky to implement. People generally prefer to stick with what they know. When you
introduce new technology, you need to have a solid plan for the transition. People want to know why
the technology is necessary, what makes it better than previous solutions, and how you are going to
support them during the transition.

Upskilling & reskilling training

Additional training is a great way to support existing talent while also helping the company evolve. It’s
important that employees understand that the goal is to support new strategies as opposed to fixing
deficiencies. When presented properly, additional training will be viewed as a benefit. Employees will
see that you are willing to invest in their personal growth.
3 2. People-centric organizational change
While all changes affect people, people-centric types of organizational change include instituting new parental
leave policies or bringing on new hires. Even if you think employees will be excited by the change, an empathetic
approach is key because emotional reactions are common. In fact, many change management models, such as the
Kübler-Ross Change Curve and Satir Change Model, focus specifically on managing emotional reactions to change.
Answering “what’s in it for me?” (WIIFM) and “what does it mean to me?” (WDIMTM) for employees is vital when
making people-centric changes.

Here are a few example of people-centric change:

New hires
Bringing on new team members requires onboarding and training, which can affect both the new hires
and the established employees. Explain the reason for hiring new people. Are they going to address
areas of need? Will they fill in skills gaps? How will they integrate with the current team? Address all
questions and directly confront negative reactions with straight-forward communication.

Role & responsibility changes

Job descriptions can evolve over time. Changes to an employee’s responsibilities may require
additional training and team restructuring. Of course, shaking up routines is a delicate process. It’s
essential to have a strategy for change implementation and communication. Communicating the
value of the change is essential. If you are adding responsibility to someone’s role, such as delivering
monthly email marketing reports, the employee will be more likely to receive the news well if they
understands why.

Policy changes
Navigating policy changes is complicated. When you alter policies that directly affect employees,
such as parental leave, vacation, or remote work policies, you risk extreme reactions - for good
reason. As always, communicating the why behind the change is key. Prepare for the emotional
journey and be ready to guide your team towards acceptance.
3 3. Structural change
Structural changes involve major shifts in the management hierarchy, team organization, and the responsibilities
attributed to different departments, employees, or teams. These changes often overlap with people-centric
changes as they directly affect most, if not all, employees.

Here are a few example of structural change:

Mergers & acquisitions

Mergers and acquisitions are the most common cause of structural change. Eliminating role
redundancies, redefining goals, clearly defining new roles and responsibilities, and training on
technology are all important parts of managing change during mergers and acquisitions.

The creation of new teams or departments

Structural change can also apply to smaller adjustments, such as creating a new team. If you notice
that some employees have more of a knack for analytics, you might decide to create a separate team
dedicated to reporting. The necessary shifting of personnel and duties could create some tension.
Justify the change with clear reasoning and explain the benefits. Highlight the positives. It’s not about
taking away responsibilities - it’s about playing to each individual’s strengths.

Changes to the company organizational chart or hierarchy

Promotions and new roles call for updates to the organizational chart. When moving people around,
be sure to celebrate wins, like promotions, and explain adjustments, such as merged departments.
Structural changes influence how your company functions as a whole. It’s never an easy transition,
but solidifying the change as soon as possible can help you avoid major issues down the line.
3 4. Remedial change
Remedial changes are reactionary. This type of change occurs when a problem is identified, and a solution needs
to be implemented. As these changes are designed to address an issue; they call for immediate action.
Reactionary change may not be ideal, but it’s inevitable. The benefit of a remedial change is that judging its
success is quick and simple. Was the problem solved or not?

Here are a few example of remedial change:

Dealing with a lost of talent

When someone in a key position at the company leaves, you must adapt quickly and questions will be
asked. Will someone move into the role, or is the company searching for new candidates? Who will
take over the responsibilities? How will this affect day-to-day operations? Unexpected changes in
personnel are difficult to prepare for. If you are blindsided, take time to put together a plan.
Announcing an employee’s departure before you have answers to questions is a recipe for disaster.
Your employees will look to you for guidance. Make sure you are ready to provide leadership.

Customer communication issues

There is a huge difference between simply handling communication with customers and having an
effective communication strategy. Activision knew when they released a new game, they would have
a surge of questions. Agents were prepared for incoming tickets, but Activision realized that their
customers preferred to go straight to social media. They had to change their process. Activision used
Salesforce's Marketing Cloud to track relevant tweets and social conversations and create automatic
support tickets. Now, customers can either be directed to self-service solutions or connected to a
live agent.

Additional training for new hires

Highly inefficient processes often lead to remedial changes. You might notice that new employees are
struggling to learn internal tools and software. As a result, they are running to established employees
with questions. Time is wasted, and everyone ends up frustrated.
Chapter 4
Change Management Best
Practices
Before you announce any plans, read up on important aspects of
organizational change, such as management models, communications
strategies, tools that support change, and other change management best
practices. While no two changes are alike, there are methods that apply to
organizational change management as a whole. If you put in the work before
you initiate change, you’ll be able to dive into the implementation process
with the confidence that your change will be successful.

Once you understand the reasoning behind these best practices for change
management, you can make educated decisions that lead to successful
implementation. The result is a plan that allows you to be firm in your change
process, but flexible — even creative — in the tactics used throughout it.

In this section, we break down the best practices to follow to successfully

implement a new change.
4 1. Choose a change management model
All organizational changes benefit from structure. While there is no one-size-fits-all model or theory, several
established change management models can be used as guides. Each forces you to see your change from a
different perspective.

For example, the McKinsey 7-S Model is built on keeping seven elements in harmony: Strategy, Structure, Systems,
Shared Values, Style, Staff, and Skills. Analyzing the far-reaching effects of your change allows you to create a
comprehensive game plan. Whichever model you choose, do not use it as a to-do list. You can’t check off
completed tasks and forget about them. The McKinsey 7-S Model, for instance, requires you to continuously
check in with each element throughout the transition.

If you create a new department, the current staff will be affected, the skills of both new and established
employees will need to be evaluated, and the structure of the org chart will shift. It’s a balancing act. Be open to
combining methodologies, especially if it helps you manage human reactions to change.

2. Identify & support those who will be most affected

Organizational changes will affect several people or departments, but it’s important to determine who will be most
affected, so you can assign a change leader to work with them closely throughout the transition. Start by
identifying who will have to significantly alter how they work. In order for them to support the change, they must
understand how the change will impact their work in particular.

Of course, you may not be the best person to communicate this information, which is why choosing the right
change leaders is vital. People are more receptive to change announcements when they are delivered by someone
they trust. If the people most affected by the change aren’t on board with it, solidifying the change as the new
norm will be extremely difficult. Assigning change leaders who empathize with them and can convey necessary
information clearly is key.
4 3. Practice continuous communication on the change
Don’t just announce the change; start a conversation about it. If you try to force change without discussing
everything, from the reason for the change down to the details of how it will be implemented, you’ll create
unnecessary barriers. In fact, a McKinsey study showed that communication was the single most influential factor
in successful change.

Start by designing a change management communication plan (See Chapter 6) so that you have a clear idea of
what needs to be communicated, who should communicate it, and when. Pay special attention to how you talk to
your team about the purpose of the change. It’s difficult to get employees to support something new if they don’t
fully understand why it’s necessary. According to one survey, this is why over 1/3 of U.S. employees struggle with
organizational changes.

Discuss the change throughout the transition. More importantly, make use of transparent methods of
communication, such as:

A shared document with answers to FAQs

A new Slack channel dedicated to discussing the change
A new wiki that allows employees to document processes, workflows, concerns, etc.

By employing a variety of transparent communication tools, you keep conversations active and open.
Consequently, employees feel more engaged, which results in an increase in overall company morale.
4 4. Manage each change project creatively
Change may be difficult, but it doesn’t have to be boring. Using a variety of channels to discuss change is a great
way to keep people engaged, but don’t get stuck in the rut of traditional methods. Without a doubt, creative
change management tactics will grab and hold people’s attention better than formulaic emails or drawn-out
meetings. Here are a few examples of creative ways to drive change:

Create animated video tutorials

Even if online tutorials related to your change exist, resist the urge to rely on them. It’s so easy to tune
out generic training videos. Personalized animated video tutorials are more relatable — and they
aren’t as difficult to make as they sound with tools like Vyond. Plus, the benefits of video tutorials are
notable: In one study, a Senior Learning Designer reported that animated videos kept employees
more focused on the content compared to when they held training in more traditional classroom
settings. The video tutorials also resulted in higher rates of retention.

Turn the change into a story

Help people visualize the change process by presenting a story about the change — via an animated
video or another format — from start to finish. This tactic works well with gradual transformations,
such as rearranging teams within the company. Break the change plan process into “chapters” of a
story, presenting each one in a short video. Space out the chapters, perhaps daily or weekly. Be sure
to include familiar characters (your employees) & environments in order to keep employees
connected to the story. The more relatable, the more likely they are to get on board with the change.

Create a resource center that acts as a centralized change hub

Change management requires loads of information to be created and distributed. You’ll likely have a
collection of emails, meeting notes, videos, call recordings, training guides, Q&A sessions, and other
internal documents related to the change. Keep everything organized in a central (and searchable)
location so that people can find it later.
4 5. Celebrate small wins throughout the process
Always celebrate wins throughout the transition. More importantly, celebrate the people responsible for them.
Showing appreciation can positively impact how employees work. In fact, a study involving nearly 5 million
employees linked employee recognition to increased overall productivity.

Acknowledging your employees’ efforts to implement change will not only speed up the process but also facilitate
smoother transitions.

Use tools like Lattice to publicly share praise for individuals. Lattice stores recognition in each employee’s file and
gives you the option to share that praise with the rest of the team. Some companies have also used the Honey
tool to create “shoutouts” or “wins” channels that allow everyone within the organization to highlight successes
and share appreciation. Find a tool that cultivates a supportive environment for your team.

When it comes to change management, Stephen R. Covey’s advice to “begin with the end in mind” is fitting. Before
you initiate change, you need to have the desired outcome and know how you plan to achieve it. Remember that
it’s possible to stick to the plan and still be creative about the tactics you use to follow it.

Best practices all come down to planning ahead. When it comes to managing change within an organization, there
is not a straight line between the status quo and successful change adoption. By creating a plan that keeps these
best practices in mind, you can prepare to respond to all the potential obstacles and detours along the way,
Chapter 5
Overcoming Resistance to
Organizational Change
It’s easy to get excited about making changes within an organization when
you’re the force behind the change, but everyone else may not share your
enthusiasm.

Let’s say you’re eager to move all customer relations into Oracle CRM. You’ve
been working on this project in the background for a while, so you are ready
to get started, but you’re getting resistance from all sides. Some people are
digging in their heels and refusing to adopt the new system. Others are
frustrated and confused by the software but are afraid to speak up.

Meanwhile, morale is low, and tensions are high. If the situation is mishandled,
the transition to Oracle CRM is bound to fail.
While resistance is inevitable, it’s not insurmountable. To overcome it, you
must understand the reasons behind the resistance to change and work with
your team to get past them.

In this section, we break down the reasons why people resist change - and
how to overcome it.
5 1. Mistrust and lack of confidence
When employees do not trust or feel confident in the person making the change, their resistance to it can be a
huge barrier. In fact, change advisor and author Rick Maurer believes that lack of confidence in change-makers is a
cause of resistance that organizations most often overlook.

Maurer’s 3 Levels of Resistance are: I don’t get it, I don’t like it, and I don’t like you. That’s right — people may not
resist the change itself but rather the person making it. Of course, “you” does not always refer to the change-
maker specifically. It could also be someone the change-maker represents, such as corporate headquarters or a
faceless CEO.

To avoid this level of resistance, choose change leaders that people already trust. Employees are more likely to
have confidence in a change leader who understands their daily routines and job duties, such as a direct
supervisor. However, trust is easy to lose, so if change leaders have mishandled organizational changes in the past,
they need to own up to those mistakes. Once trust is re-earned, change leaders can proceed with empathy and
understanding as they guide their team through the transition.

"Be the change you wish to see in the world,” or, in this case, be the change you wish to see in your organization.
When you lead by example, employees will feel more comfortable with the transition because they will see you as
a trusted resource who is available to provide support and guidance.

2. Emotional responses
Changing the status quo is difficult, and many people will have emotional reactions to anything that upsets their
routine. This is a natural and inevitable response. Brushing it off will only lead to stronger resistance.

Use change management models that focus on emotional reactions to change, such as the Kübler-Ross Change
Curve or Bridges Transition Model, to mitigate this common cause of resistance. Both models recognize that
change sometimes leads to feelings of loss and grief. As such, change-makers must be prepared to manage these
emotions and move people towards acceptance of the change.
5 Begin by coaching change leaders to approach resistance to change with empathy, recognizing that people will
have a wide range of emotional reactions. Some may even skip steps in the Kübler-Ross Change Curve or slide
back to negative reactions multiple times throughout the transition.

In order to manage these reactions, change leaders should clearly explain the need for change while also listening
attentively to any feedback from those affected by it. People want to feel heard. Make it clear that their opinions
are valuable to the change process. Additionally, change leaders should check in frequently to provide support,
gather additional feedback, and nudge people towards change acceptance and adoption.

3. Fear of failure
People will not support a change if they’re not confident in their own abilities to adapt to it. When people feel
threatened by their own shortcomings (real or imagined), they protect themselves from failure by resisting the
change. The ADKAR Model has two goals that address the fear of failure: knowledge and ability.

Knowledge
Knowledge is about training. The goal is to give people the tools they need to make the change,
including the tools they’ll need to handle the transitions throughout the process. For example, if your
company is integrating a new software system, employees should know how to move existing
information into it, as well as how to make the most of the new system in the future.

Ability
Ability is more about self-confidence. After training, people need to feel comfortable applying the
knowledge they have acquired. Give employees enough hands-on experience to develop and test
their new skills before fully launching the change.
5 4. Poor communication
The key to great change management communication is to create an active conversation. When you talk at people
as opposed to with people, you’re bound to get resistance to change. Start by making a change communication
plan (see Chapter 6). Before you initiate change, you should have several communication actions planned, such as
the announcement of the change, small group discussions, one-on-one meetings, and methods for gathering
feedback.

When talking with employees about change, answer the questions, “What’s in it for me?” (WIIFM) and “What does
it mean to me?” (WDIMTM). When you appeal to individual concerns, you increase their engagement. People want
to know how the change will benefit them specifically and what they will need to do to implement and solidify the
change.

Furthermore, providing continuous motivation throughout the change process is essential. In fact, Kotter’s Theory
highlights the importance of focusing on short-term wins in step six of the eight-step change process. When
employees are recognized for their efforts, it builds their enthusiasm as well as their desire to support the change.

5. Unrealistic timelines
Find a balance between creating a sense of urgency for the change and allowing time for employees and
processes to transition. Don’t force change too quickly. When you push too hard for a change to happen, it’s easy
to get tunnel vision and neglect important elements of your change plan.

Begin with a change implementation timeline. Map out every action and set deadlines so that you have a general
idea of how long the entire transformation will take. Often, designing the path between the current state and
change adoption helps you identify additional steps that are needed to facilitate the transition. Of course, you
should not be afraid to make adjustments. If your team needs more time to understand the change or would
benefit from additional training — make it happen.
5 REMEMBER.
You can't avoid resistance to change, but you can overcome it.
Anticipating and planning for resistance is an essential aspect of implementing organizational change. When you dig into the reasons behind the resistance
to change, you are better prepared to address it and move past it.

Example Scenario
When design company Y Willow decides to begin using Front instead of Outlook for email communications, they know employees will push back.
By taking the common causes of resistance into account before announcing the change, they are more prepared to handle objections. Y Willow
employees are familiar with Outlook and want to avoid learning a new tool because it will disrupt their daily routine and require them to spend
time transferring contacts and figuring out Front’s features. To address concerns, Y Willow chooses empathetic change leaders who help address
emotional reactions to the change.

Bella, the head of customer operations, approaches her team with her own experience. “I know switching programs is a pain—I was intimidated by
Front at first, too. I’ve been testing it out for a couple of weeks now, and I am starting to love it. Before, I spent so much time trying to search for
old emails, especially when I couldn’t remember which point of contact from a company emailed me. Front lets me set up automated filters, so I
can tag all emails from Kelly, John, and Peter as Company Z, which makes finding their emails so much easier.”

Joe from accounting supports the initiative by offering advice and starting conversations during the transition. “Have you tried setting up tags for
your customer contacts, yet? If you are still struggling with any features, I have set aside time every afternoon to address any questions.”
Y Willow also provides continuous training to help employees get up to speed on Front. With access to video walk-throughs of useful Front
features on the company’s internal tools wiki, employees can get the guidance they need any time.
Chapter 6
Change Management
Resources & Templates
Explore our 40+ resources and free templates on everything change
management on our blog's change management content hub.

In addition, here are our most popular change management resources

7 Free Change Management Plan Templates

Change Communication: Best Practices
Change Management Models: The 10 Best Models in 2022
How to Overcome Common Resistance to Change
Types of Organizational Change, Explained
The Role of a Change Agent in 2022
Change Leaders: How to Lead Change Effectively
Best Change Management Tools for Managing Change
Software Implementation 101: Keys to a Successfull Rollout
Chapter 7
Managing Change with a
Digital Adoption Platform
If you plan to invest in new technology for your employees, you must also
invest in digital adoption solutions to help your team learn how to use it.
Digital adoption solutions are software platforms designed to provide
support for new users. By simplifying onboarding and providing in-app
guidance, they aim to increase user adoption rates and minimize confusion
for new users.

Through continuous in-app guidance in the form of customized walkthroughs

and contextual advice for each area of the new software, digital adoption
solutions take the change management process past the initial
transformation stage and carry users all the way to full adoption. For
software-related changes, digital adoption platforms provide the vital
support employees need to make the switch.

Without ongoing support and training, users will get frustrated and you will
repeat the same instructions over and over. Not only will this cause irritation
for everyone involved, but it will also lead to additional training costs.
7 What is a digital adoption platform (DAP)?
A digital adoption platform (DAP) is software that integrates completely with
a host application in order to help the user learn the application. The digital
adoption platform uses walk-throughs, videos, self-help menus, and more to
guide the user through every aspect of the application.

What is the role of a DAP?

The role of a DAP is to facilitate digital adoption, either by customers or
within a company. DAPs help people quickly and easily learn to use new
technology by guiding them throughout the application and offering
extensive resources to answer any questions. The software helps ensure that
users won’t get stuck when trying to learn certain tasks in the platform and
won’t overlook vital features

Why is Whatfix the best DAP?

Whatfix's DAP works with over a dozen Fortune 100 customers, helping to
drive adoption of internal employee-facing applications such as CRMs, ERPs,
HCMs, and more - as well as facilitating change training and on-demand
support for customers and user-user applications.

Whatfix has also been named a Leader in G2's DAP category 12 straight
reporting cycles, with a user review score of 4.7/5 across 200+ reviews,
better than WalkMe, Apty, Spekit, and any other enterprise competitor.
Drive change adoption with
Whatfix's in-app guidance &
on-demand support.

Explore Whatfix now

4.7 out of 5 stars | 200+ reviews