Suggestions
Rusty Hitt
Organizational Change Manager @ Lam Research | Prosci, CCMP
Rusty Hitt, Organizational Change Manager at Lam Research
Rusty Hitt is an experienced organizational development professional currently working as an Organizational Change Manager at Lam Research.2 With over 10 years of experience in this field, Hitt is skilled and certified in various aspects of organizational development.2
Prior to his current role, Hitt held positions at Community National Bank & Trust of Texas, where he served as the Executive Vice President.134 He has also worked as a Technical Service professional at TDCC5 and held roles at ROME PLOW COMPANY and JOHN DEERE COMPANY.6
Hitt's educational background includes studies at Texas State University1 and Boise State University.2 He has a wide professional network, with over 500 connections on LinkedIn.1
Highlights
In order to effectively address #resistance, it is crucial to first identify and label it. This initial step is essential as it enables you to determine the best remediation strategy. #leadership #changemanagement
The Power of Co-Creation on Resistance Mitigation
A few years ago, I was implementing a training program for a nationwide retailer. That's when I encountered John (real person, fake name). John had been with the company for over 15 years, starting in a customer-facing role before being promoted to a director position. Known for his deep expertise and commitment, John was also quite skeptical about change.
When we introduced the new training program, John was the most vocal skeptic. He had seen numerous initiatives come and go, many of which promised much but delivered little. His main concern was that the program was not tailored enough to the organization.
Recognizing John's influence and experience, I took a co-creation approach. Instead of trying to sell him on the program, I invited him to be a part of its development. This wasn't just a token gesture; I genuinely wanted his insights and knew that his buy-in could help mitigate wider resistance.
We formed a working group that included John, a few other directors, and representatives from the frontline staff. This group was tasked with reviewing the training materials, providing feedback, and suggesting improvements. John's deep knowledge of the company's operations and his direct experience with customers proved invaluable.
At first, John was cautious. However, as he saw his feedback being taken seriously and incorporated into the program, his attitude began to shift. He started to feel a sense of ownership over the training initiative. By co-creating the content, he could ensure it was practical, relevant, and tailored to the real needs of his team.
John's involvement didn't stop at the design phase. He also played a key role in development of the training. He acted as the face of the training program including videos of him sharing experiences and insights with his peers, explaining how the new program addressed the challenges they faced. His endorsement lent credibility to the initiative and eased many of the concerns that others had.
John's story is a powerful example of the benefits of co-creation. By involving key stakeholders in the development process, we were able to create a more robust and relevant training program while also reducing resistance and fostering a sense of ownership and commitment.
