Prepare for Resistance, continued

Interpersonal and social dynamics of organizations and communities play a key part in determining readiness to change (Backer 1995). In relation to individual differences, responses of individuals to readiness vary because of their own differing cognitive structures. Regarding social differentiation, responses vary accordingly to people’s cultural or subcultural membership. In relation to social relationships, opinion leaders have a disproportionate influence on affecting readiness for change through the social relationships they have with others. Thus, enhancing readiness in opinion leaders can increase readiness throughout the system. With this in mind, consider the following three strategies for increasing readiness for change.

Use persuasive communication. Both oral and written communications that persuasively address the issue of discrepancy and efficacy can begin the process of enhancing readiness for change. As with any organizational communication, issues of clarity, accessibility to the target population, and user-friendly attractive formats all bear on the effectiveness of these communications.

Encourage active participation. People trust what they learn through their activities. Thus, getting people involved in early efforts to define what change is needed, and how technology transfer can help, can improve readiness for change. Strategic interventions, such as appointing a natural opinion leader to a strategic planning committee, can have a mobilizing effect on all efforts to promote readiness for change.

Manage external sources of information. People’s readiness to consider change within their organization may be influenced by information that comes to them from outside the organization (such as a diagnostic report by a consulting firm or information presented in the public media). Organizations can manage such information flow through such efforts as press releases to the media.