Why Do People Resist Corrective Actions?

No, No, NO!

Have you ever seen corrective actions be recommended but not implemented? Often, this is because people in the field resist the new way to do work. They resist the corrective action.

For example, these corrective actions were initially resisted:

• Pre-flight checklists for pilots
• Helmets for race car drivers
• Procedures for experienced operators
• Advanced root cause analysis for incident investigations

Some doctors still resist using written procedures and having work time limits to reduce fatigue.

Why Do People Resist Corrective Actions?

Here are some of the reasons I’ve heard from people resisting change:

• I think the new way to work seems harder (either because it is or because anything new takes time to get good at).
• The idiots who proposed this don’t know how it needs to be done.
• I don’t like being told to change the way I work. I’ve been doing it this way for years, and just because someone else made a stupid mistake shouldn’t make me have to change how I do things.
• If anyone had asked, I could have told them an easier way to do this, but they never ask.
• I don’t know why we are changing or what I’m supposed to do with this new way of doing things.
• I’ll comply because I have to, but I won’t like it. Therefore, I’ll do things slowly, complain frequently, and encourage everyone else to resist this new way of doing things.

What do you think? Do you have other reasons you have seen that people resist change? Add your ideas by making a comment below.

How To Promote Corrective Actions

You need to think about this like you would any other thing you’re trying to promote.

First, you should involve the shop floor leaders in the root cause analysis and corrective action development. These informal leaders can help promote the new way of doing things as an improvement that helps people and the company be more productive.

Second, if possible, the work should be easier to do when the corrective actions are implemented. If the work is harder to do, the reasons for making the work harder need to be explained, with a focus on the benefits of the new way things are being done. No matter how hard or easy the new way of doing the work is, the reason for the change needs to be explained as part of implementing the corrective action.

Third, the new way of doing the work needs to be demonstrated during the implementation training. There needs to be enough practice to break old habits.

Fourth, there will need to be audits/observations of the work being done in the field, with rewards that are soon, certain, and positive when the new method is used properly.

Fifth, promote suggestions to make the work easier and better even after the new method is implemented.

Sixth, provide feedback to those involved on the improvements that are observed.

Change (corrective action) is difficult. You can’t expect to wave your magic improvement wand and have everything instantly change and everyone to be happy. You may have some people who hate all change and are never happy. But if you work with people to promote positive change, you can drive improvement.

Would You Like to Learn More?

In the 5-Day TapRooT® Advanced Root Cause Analysis Team Leader Training, we teach a matrix method for changing behavior that focuses on the four elements that drive behavior change. The four elements are:

• Saving time
• Saving efforts
• Enforcement
• A bonus

To learn more about this tool, choose one of our upcoming 5-Day TapRooT® Courses and get registered HERE.

Or schedule a course at your site by contacting one of our Implementation Advisors by CLICKING HERE or calling 865-539-2139.