KQ Article

Right now, people across this industry are rethinking how to make money. How to design products.
How to build a better customer experience. Much change is afoot, and many banking leaders are
thinking about employing tried-and-true change management approaches to adapt.

The literature on change — how and why people do and don’t do it — is vast and offers multiple
perspectives. Unfortunately, many plans for revising “business as usual” get dismissed due to a single,
widely held belief: that people are inherently resistant to change. No one would argue the presence
of resistance in our lives. What is up for debate is the authenticity of the resistance.

Oftentimes, when you look closely at what appears to be resistance to change, a myriad of other, real
reasons reveal themselves. Here are five:

1. Lack of clarity. I don’t understand my role in a change, so I feel frustrated. You see resistance.

2. Lack of direction. I’m tired of switching trajectories, so I feel exhausted. You see resistance.

3. Lack of urgency. I don’t dislike the status quo enough, so I feel content. You see resistance.

4. Lack of security. I don’t envision a positive result, so I feel vulnerable. You see resistance.

5. Lack of a strong start. I see the first step as wrong, so I have a better idea. You see resistance.

In truth, people are not resistant to change, but rather to the way that most changes get rolled out.
And there is no time like the present for financial institutions to get it right, because change is
happening all around us and shows no signs of slowing down.

It is essential for all banks and credit unions to build structures, processes and approaches that
support constant change. If these change management systems feature clarity, direction, urgency,
security and a strong first step, much of what we perceive as resistance will simply go away.

Our Point of View
1. Experiences should be rooted in your story.
2. Experiences should explore and celebrate customer values.
3. Experiences should be purposeful and inspire the heart.
4. Experiences must be meaningfully measured.
5. Experiences live or die by stewardship.

_{© 2012 Deluxe Enterprise Operations, Inc.}