Frequently Asked Questions
1. What problem does your
2. How bad is the track
record for organizational change projects?
3. What causes that failure
rate to be so high?
4. Why did you write
5. What exactly is
resistance to change?
6. This sounds a
bit like psychotherapy. Is it?
7. Is this a self-help
8. Who will this
book help? And how?
9. What is special
about your book and what distinguishes it from its primary
10. What does the reader
take away from this book?
11. How could your book
help people who are going through downsizing? Career change?
12. How does resistance
to change affect problem solving?
13. What are the major contributions
your book makes?
14. What are the
most common mistakes when it comes to change in the workplace?
15. What are some signs that
resistance is holding your organization back?
16. What is the #1 reason
for lack of competent change leadership?
17. How can readers
get this book?
1. What problem does your book solve?
This book solves two problems:
- How can the 70% failure rate of all organizational change
initiatives be reduced?
- How can change leaders tranform their employees' resistance
into commmitment and support -- since more often than not
conventional attempts to "overcome" resistance
to change result in increased resistance?
More change efforts in the workplace fail than succeed -
to the tune of a 70% failure rate. Survey of Fortune 500 execs
attribute it to resistance to change. This book provides the
first practical method that works for reducing the failure
rate by dissolving resistance. Past attempts to overcome resistance
do not work. They deal only with the logic-based resistance,
but not the emotion-based resistance, sometimes called the
"people problems" of change. Until now, no simple,
practical tools existed that helped the manager deal with
emotion-based resistance to change. This book provides those
2. How bad is the track record for organizational change
Overall, on average 70% of all organizational change efforts
Research results have found failure rates for the following
specific change initiatives:
- Mergers & Acquisitions 58% - 77% fail
- TQM-driven change 67% - 73% fail
- Re-engineering 71% - 90% fail
- Software Development 67% - 84% fail
- Technological Change 60% - 80% fail
- Computer System Change 76% - 83% fail
- Strategy Development 42% - 90% fail
- Restructuring 50% - 90% fail
For specific references, see the free report: 70%
Failure Rate: References.
3. What causes the failure rate to be so high?
Resistance to change, often referred to as the "people
problems" with change cause the failure rate to be so
For a change project to be successful, everyone involved
must "play their part." Resistance to change prevents
them from playing their part. The problem lies in the fact
that resistance is assumed to be a logical problem to solve.
But we know from our personal life experience that resistance
also has an emotion-based aspect - which often is much stronger
than its logical brother.
4. Why did you write the book?
I wrote this book to remove the mystique of resistance to
I want to show how our succeses at handling change in our
personal lives can be leveraged to become better change leaders
5. What exactly is resistance to change?
Resistance to change is a personal reluctance to "play
my part" in making a change initiative successful. The
success of all organizational change efforts ultimately sinks
or swims on whether all individuals affected do their particular
part to make it a success.
Resistance is not opposition: It is NOT any and all forces
against making a change. Many things can prevent change, for
example, political factions in the company, conflict between
departments or divisions, policies that deify the old way
of doing things, forces in the market.
What does it sound like? Resistance sounds like two, non-stop
tape recorders. One is rational, the other emotion-based.
The rational tape says, "Don't do it unless certain
personally important issues are resolved first." The
emotion-based tape tells us, "Don't do it, even if
all personally important issues are resolved first, and even
if you should, and even if it is good for you."
Logical resistance has been looked at for 50 years. Emotion-based
resistance has been ignored. This book brings emotion-based
resistance out of the closet and provides practical tools
to dissolve it.
6. This sounds a bit like psychotherapy. Is
No. It's educational.
Therapy looks to the past and asks, "Why?" This
book looks to the future and asks, "What?" and "How?"
The foundation of the book is the belief that we all have
collected a treasure trove of successful change experiences
through our lives. We simply do not realize it. Anyone who
can identify a "blessing in disguise" somewhere
in their past, has just identified an example of a successful
The book helps people organize their wealth of experience
with successfully handling change in their lives. Then it
shows how to transfer that wisdom to become a better change
leader at work.
7. Is this a self-help book?
Yes, and much, much more.
First and foremost, this book is a manual for managers and
change leaders. It gives them a step-by-step conversation
guide to use when helping their employees transform their
resistance and contribute positively to change efforts at
However, in order to do that well, managers and leaders must
deal with and eliminate their own personal resistance to each
change they must lead BEFORE they can help their employees
do the same. This book provides 22 action steps, along with
the reasons why each is important, that will enable them to
8. Who will this book help? And how?
Executives, Managers, Employees, and Consultants will be
- EXECUTIVES will find change cheaper, faster, & more
likely to stick.
- MANAGERS will discover change to be more clear, less
threatening, and easier to be successful.
- EMPLOYEES will enjoy a less traumatic, more positive,
and more respectful environment for change.
- CONSULTANTS finally will have their advice honored and
executed as planned.
9. What is special about your book and what
distinguishes it fom its primary competitors?
It tells the whole story, not just a piece here or a piece
- It brings emotion-based resistance to change out of the
workplace closet and provides a straight-forward, intuitively
appealing method to understand and eliminate it.
- It details a 7-stage, 21-topic conversational roadmap
for discussing resistance to change with employees in order
to dissolve its harmful effects.
- It leverages our common sense and life experience to improve
our ability to lead change at work.
Have you ever noticed how Who Moved My Cheese -- appetizing
morsel that it is -- still leaves you yearning for more? Or
how Bill Bridges' Managing Transitions makes sense
-- as far as it goes? Both invite you to dinner, but serve
only one dish. Me? Change? Not Now.
Not Ever! serves up the entire feast in an easily
digestible, satisfying manner.
Who Moved My Cheese makes the important point that
we must take personal responsibility for our attitude to change.
Me? Change? identifies
21 additional actions we must take.
Likewise, Managing Transitions makes the important
point that change is experienced "backwards" in
that it starts with an ending, proceeds through the middle
"neutral zone," and ends with a beginning. Me?
Change? uses this fact to establish a sense of
stability for the change process, and then identifies 21 additional
actions we must take.
Me? Change? Not Now. Not Ever! How
to Dissolve Hard-Core Resistance to Change in the Workplace
teaches managers and executives how to transform their employees'
resistance into commitment and support for positive organizational
10. What does the reader take away from this
For starters, it delivers the following eleven outcomes:
- A 7-Step, 22-Topic Conversation Guide to transform employees
from "change antagonists" to "advocates for
- Insight into the missing part of the equation that leverages
common sense and past experience into successful change
leadership at work.
- An understanding of the difference between the forces
in the environment causing Opposition to Change and the
personal forces causing Resistance to Change.
- An understanding of the two types of resistance, Logic-Based
Resistance to Change and Emotion-Based Resistance to Change,
and practical methods and activities to reduce or eliminate
- A new understanding of the role of manager-as-change-leader.
- Guaranteed boost in your "Change Confidence Quotient."
- Clear strategies to handle your employees' rational and
emotional stubborn streaks.
- An intuitive and visual method for understanding why and
how resistance to change sabotages problem-solving and decision-making
around change projects.
- A way to make sure irrational resistance never again ruins
your best-laid plans.
- Insight into what an organization has to do to support
its change leaders in managing resistance to organizational
- A tool to identify and deal with resistance to change
that threatens efforts to lead organizational change projects
throughout the entire process, sometimes lasting for years.
11. How could your book help people who are
going through downsizing? Career change? Promotion? Retirement?
It helps them make rational decisions in the face of the
emotional upheaval caused by pressure to change.
Me? Change? Not Now. Not Ever!
shows them how to take a step back and deal with their hidden
barriers to change. Only then can they make well-informed
decisions about how to handle the pressure to change. It gives
people the skills to deal with their personal reactions to
a change before being asked to solve the problem of, "What
am I going to do next?" and, "How will I do it successfully?"
It helps people deal with their emotion-based resistance to
Each situation mentioned above creates fear of the future
and forces us to give up some good stuff from how things used
to be. The typical problem is that most efforts to deal with
each transition starts with the logical steps for "getting
back up on the horse." That is, people are put under
pressure to deal with each change only as a logical problem
However, we know from our personal experience that does not
work very well. I have a friend who totally ignores the scientific
data and refuses to stop smoking. If our emotion-based reaction
to a change is strong, trying to apply logical problem solving
not only does not work very well, it actually makes it more
difficult to handle the change.
Therefore we see people not using the services of an outplacement
firm, or dismissing out of hand the possibility of changing
careers (work is only a job if you'd rather be doing something
else), fighting the new social and job demands of a new job,
or greeting retirement with depression and grumpy relations
with their spouse.
12. How does resistance to change affect problem
Resistance to change distorts reality and sabotages problem
Roe instance, resistance:
- Conceals the real issues
- Makes small problems seem huge.
- Distorts our perceptions of the pro's and con's of the
- Prevents closure by generating a never-ending supply of
"problems" to solve.
13. What are the major contributions your
- Reframes the meaning of resistance to change to
include both: logic-based resistance and emotion-based resistance.
- Redefines the role expectations of the change leader.
- Relates the step-by-step details of a 7-stage,
22-topic discussion pocess that helps dissolve resistance
and replace it with commitment to positive change.
14. What are the most common mistakes when
it comes to change in the workplace?
Prematurely attributing insubordination and blind reliance
on logical problem solving to "overcome" the resistance
are common mistakes.
Specifically, change leaders tend to:
- Assume resistors are negative (not the resistance they
- Assume resistance is "overcome" with logical
- Ignore, or denigrate, the emotion-based resistance we
all have toward any change.
- Label resistors "insubordinate" without first
dissolving their emotion-based reactions to making a change.
15. What are some signs that resistance is
holding your organization back?
- Perfectly good change projects get stuck or fail outright.
- People overreact to objectively small changes.
- Solving one problem with a change is immediately replaced
with another problem.
- Talk of insubordination for resistors.
Also, when you try to talk to employees about a change:
- Having "red herrings" thrown up to deflect the
- Picky excuses offered.
- Long-winded explanations of why things are the way they
- Having employees pretend ignorance and ask "Why?"
- Shows of emotion.
- Dragging out tradition ("We've always done it this
- Verbal diarrhea and intellectualizing.
16. What is the #1 reason for lack of competent
Exclusive reliance upon rational problem solving is the top
Confusing "strong" leadership with rational problem
solving -- and ignoring the emotion-based reactions all executives,
managers, supervisors, and employees have when put under pressure
to change -- is a huge error. The prescription is to accept
the reality of both logical and emotion-based resistance.
Then learn the conversation skills necessary to help others
dissolve both types of resistance.
17. How can readers get this book?
To get a signed copy and a free report: Click
Or, call our toll-free number: 888-876-6531
or email: email@example.com.