Results Management: Effective People Management to Achieve Excellent Results

Chapter 7. Implementing the Results-Management System: Any system is only as good as its implementation

Recognizing and Accepting Resistance to Change

It is something of a truism to say that change is a constant. But it is also true to say that resistance to change is also a constant.

The results-management system we have examined in this book is a people system, and not a paper system. Changing from what has been often perceived as a paper system to a people-centric system poses many challenges to all line managers.

Managing change is critical to the success of any efforts to implement the results-management system, the purpose for which is to improve individual and organizational productivity to address increasing wage costs.

Change-management experts have identified three behavioral impediments to introducing and implementing change: habits of thought and action; fear of the unknown; and vested interests.

In implementing the results-management system in any organization, the same real issues and concerns related to these impediments are likely to recur: the new system is time-consuming and more difficult to use; we're not sure whether direct reports will accept the new system or whether performance measures will be accurate and complete; results will be harder to achieve and so will my bonus; will I do better or worse under the new system? And so on.

These are genuine concerns. Managing ...