G Behavioural competence HF-D4.5-002 transversal 7 kompetencer
Handling resistance to change
Seeking out objections and worries about change, discussing them seriously and using them to improve the approach without releasing the chosen direction.
Sådan måler hrmforce dette
- Evalueringsmetode
- Situational Judgement Test · rho 0.12 (SD 0.11)
- hrmforce instrument
- Conflict Styles, Big Fifty, 360 Feedback
- Kompetence (50-rammeværk)
- Conflict Management
- Træningsmuligheder
- medium
- Udsigter for efterspørgslen 2026 til 2030
- rising
Scenario with response options, scored on knowledge or behavioural tendency.
Dette er et udvælgelseskriterium, ikke et kortsigtet udviklingsmål. Lav ikke en tre-måneders udviklingsplan for dette.
Adfærdsmæssige ankre
| Niveau | Adfærd på dette niveau |
|---|---|
| N1 Guided | Asks colleagues what holds them back with a new working method and passes those signals on to the manager. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Discusses resistance openly in the team, separates substantive objections from emotion and adjusts the rollout where needed. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Engages critical groups across the whole organisation, addresses conflicts of interest and keeps the change alive along the way. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 og N4 er bevidst ikke forankret. Bedømmerne placerer dem mellem forankringerne i overensstemmelse med konventionen i O*NET.
Underliggende kompetencer
Disse kompetencer arver vurderingsforløbet og adfærdsankrene fra dette konstrukt.
| T | Kompetence | Definition | Udsigter for efterspørgslen 2026 til 2030 |
|---|---|---|---|
| G | Actively collecting objections Surfacing objections | Actively asks for objections and doubts instead of waiting until they show up in behaviour. | rising |
| G | Acknowledging employee concerns Acknowledging concerns | Shows that a concern has been heard and understood before offering a counter argument or solution. | rising |
| G | Recognising forms of resistance Diagnosing resistance | Recognises whether resistance stems from misunderstanding, inability, unwillingness or loss of position and acts accordingly. | rising |
| G | Leading a dialogue session on change Change dialogue | Leads a session in which objections are voiced openly and workable adjustments are sought together. | rising |
| G | Bounding room for input Bounding participation | Makes clear what is fixed and where employees do have influence, so that expectations are accurate. | rising |
| G | Handling open criticism in a group Handling public criticism | Stays calm and substantive when someone criticises the change harshly in front of a group. | rising |
| G | Persisting despite continued resistance Persisting through resistance | Pushes the change through once objections are weighed and processed, naming the consequence for those who lag. | stable |