| TPC Analysis seeks to identify, label and understand | | | | influence pressure to win support (example: do not |
| sources of resistance as either Technical (sunk costs, | | | | spend precious time trying to argue the virtues of the |
| lack of skills, and lack of critical resources), Political | | | | project on technical grounds if 60% of the resistance |
| (issues of power and authority), or Cultural (norms, | | | | is stemming from company politics or Cultural norms). |
| mindsets, and habits). Building off the Key Constituents | | | | 4. At a minimum, the team should be able to agree on |
| Map Template and Attitude Charting Template, This | | | | the nature of the resistance and what it will take to |
| tool helps the team to more clearly understand the | | | | frame the need for change with this perspective in |
| nature of the resistance they will likely face and begin | | | | mind. |
| to developed a strategy to eliminate or lessen it. | | | | 5. OPTIONal - Use this tool to understand the nature of |
| We often assume that once we have discovered a | | | | the resistance the team is meeting from specific |
| given population relative to the attitude toward change | | | | individuals within a population, and help the team |
| they currently exhibit, we are ready to develop an | | | | develop customized pitches for the need for change |
| effective strategy for winning their support. However, | | | | identified for each individual based on his/her concerns |
| too often our analysis of the reason is shallow or | | | | or issues. |
| inaccurate. This tool enables the team to thoroughly | | | | Although usually used early on in the change initiative |
| understand the nature of resistance and the specific | | | | cycle, this tool can and should be used whenever a |
| strategy to use to influence and gain support. | | | | new source of resistance is identified. Even during the |
| Steps used in performing TPS Analysis | | | | final stages, resistance should be expected. This tool |
| 1. Select one of the groups impacted by the change | | | | can save the team valuable time in understanding the |
| initiative from the pie chart analysis conducted during | | | | nature of the resistance. |
| Stakeholders Analysis, the Key Constituents Map or | | | | Teams sometimes have difficulty distinguishing |
| the Attitude Charting. | | | | between the three forms of resistance. It is important |
| 2. Ask team members to list all of the reasons this | | | | that the teams discuss each type of resistance before |
| population is resisting the change initiative and then | | | | proceeding with the analysis so that all team members |
| proceed to contain each in one of the three source | | | | are using the same definition of what each type |
| areas. | | | | means. Then, gain a general agreement on which of |
| 3. Assign a percent to each of the three areas | | | | the three categories of resistance is most likely to be |
| (example: a team might decide that only 20% of the | | | | driving the resistance the team is meeting which will |
| resistance is truly technical and the remaining 80% is | | | | help the team aim its resources and energy |
| split 60% political and 20% cultural). This analysis should | | | | accordingly. |
| help the team strategy, regarding how to apply | | | | |