Bhavana Issar

Resistance to an idea or an initiative is a gift to design a better/ effective intiative. Each leader has a perspective, linked to their identity, life experiences and world view - therefore priorities. Leaders must apply their experience and judgment to give feedback/ represent their teams. It's important to understand that the effectiveness of the intiative is dependent on the timing and the conviction of the leaders/ decision makers - it's this energy that overcomes the resistance, fears and anxieties of the larger team. Any HR intiative that is effective, will be owned by leaders and managers. If there's resistance (conscious or unconsciously) - it's an opportunity to understand it and create a response before rolling it out.

In addition to progress against defined goals, it is helpful to have qualitative and intuitive assessments as well - like the quality of art, poetry, storytelling and expression in a group, the use of humour and levity, the bonhomie and comaradarie in a group (team/ company/ club/ society/ nation), the resilience and ability to innovate in the face of adversity. While many of these may not have quantitative measures - there will certainly be qualitative assessments of the factors over time and can be powerful indicators of culture change because real culture change involves changing measurable actions and behaviours as well as a visceral experience of change.

In order to impact culture change - there is a need to recognize those who are marginalized, listen to diverse voices, have safe spaces for sharing stories and experiences, define our goals as individuals and collectives... and continually measure the progress against the desired state and its defined goals.

Culture change means changing the way we think, feel and act about various things (phenomena) that happen around us. For example - Lets consider the question of where, how and why should women work? For generations the economic work which generated currency was gendered and mostly done by men. We thought this was the right way, and not many would have felt denied or oppressed and this in turn would impact how we act, what we learn etc. Over time, we realised that the gender-based allocation of work may not be suitable for all. It constraints women from access to financial independence, an opportunity for creative expression and realisation of their dreams.

Organizational change is a period of emotional upheaval for most, if not all. Recognising this, respecting it and creating healthy systems and processes for the expression of emotional journeys during change is critical and very helpful. There are experiences of loss, grief, anticipation, fears and hope all of which need processing, understanding and patience. Sometimes change is due to reasons beyond the control of the leaders. In these circumstances leaders have to straddle the difficult tight rope of being in charge while also being open and vulnerable. When it's planned change, then managing and anticipating it's intended consequences while continually looking out for unintended consequences is the primary role of the leaders.

Change will happen - with or without empowerment It's important to know whether we want it to be top down/ autocratic or inclusive Empowering and taking people along is a time consuming effort, so it may not be pragmatic or expedient. It would be sustainable and organic. So depending on the urgency and the kind of impact you desire, the change maker needs to deploy the appropriate approach. If people aren't empowered, the responsibility and burden will be on few - those who have designed the change. There will be unintended consequences, due to resistance and an experience of oppression. Some change will happen any way... And either way there will be consequences. We need a system that can anticipate these and continually review actions