IDEAS ON MANAGING CHANGE

When organisations go through change, for example a restructure, a merger, downsizing, the installation of new information technology, outsourcing, a shift to customer focus or a new location - many employees experience a sense of loss. This is obvious if it means losing a job. Yet often the reasons for the sense of loss are not clear but the effects may be just as profound - both for the individual and on the organisations bottom line.

The impact of unexpected and unwanted changes like these varies from person to person and is often mixed.

What we know is that most people go through four emotional changes when they experience a major shock. Test these stages against how you experienced a major change e.g. the death of a family member or friend; a divorce; the loss of your job; a major change at work; a confronting medical procedure.

1. Disbelief and denial

Initially the change is met with disbelief and denial. "It won't happen to me." "No, they won't close the department - they'll find a way through the problems, they always have." "If I just keep my head down, it will be business as usual soon."

2. Anger and blame

Next, it is common to see anger and blame. In workplace change at this time some people will actively resist the changes saying things like: "Why should I change? Is this how they treat us after we've worked hard?"

What is more risky is withdrawal and lack of concentration. In this high risk period, watch out for an increase in accidents; drop off in quality, absenteeism, corruption or fraud.

3. Reluctant Acceptance

As people work through their anger, they typically move to the third stage where they reluctantly begin to accept the changes and start to explore their role in it. You'll hear things like: "There's just too much to do now - how am I going to get it all done?" "OK let's try it but who's doing what now?" " I'll never learn this new system - I need training." Etc.

4. The final stage

When people commit to the change, they start focussing on the future instead of dwelling on the past. They have a clear sense of their roles and where they are going.

 

So what are the implications of these emotions when we are planning and implementing organisational change?

 

1. During Denial

Do everything you can to minimise the shock. Plan ahead. Give people plenty of information - let them know what the changes will be, who will be affected by them and how. Give them your best estimate of the likely timeframe - remembering that these things always take longer than originally planned.. Give them chance to prepare themselves and let the changes sink in. You cannot over-communicate now.

2. During Resistance

Listen to what people have to say. Empathise. Don't tell them to snap out of it or pull themselves together. People don't want your solutions; they just want their responses and reactions acknowledged. Denying their feelings will only drive the resistance deeper and make it last longer.

3. During Exploration

Now people need practical encouragement and support. Provide training. Involve them in planning, process change and setting goals. Focus on some short term wins to get early runs on the board -show the benefit of the changes. Most people will respond well if they can see the positive impact of the change.

Watch out if the changes do not provide any immediate observable benefit. Then there is a real likelihood that people will sink back into resistance and may even undermine your change strategy completely.

4. During Commitment

Now that you are through the transition, set about consolidating the change. Implement an appropriate cultural change program. Recognise and reward people who are responding well to the change. Be careful to not inadvertently reward any behaviour that is inconsistent with what you're aiming for.

People move through the emotional stages of change at different rates. That's why these transitions can be hard and counter-productive. Sometimes it is impossible to tell people too much ahead of the change because of commercial issues and market forces. But if people are in denial, or are angry or resistant, productivity will be low. You might see a short-term spike in response to the change but it is likely to be short lived until these stages are worked through.

 

Design and plan your change management strategy to recognise and support the transition phase. Do this and you will reduce the impact of the inevitable drop in productivity. More importantly you will gain the on-going commitment of your people.

 

Working With the Resistors and Uncommitted

What about the resistors to your change effort?

Once you have identified your resistors, you may be tempted to try to immediately overcome all of their resistance so that they become supporters. While this is an understandable urge, it is actually better to focus your attention on the people who have the most negative influence rather than on the bulk of the resistors.

Identify the primary resistors, and then develop strategies to influence them. The best strategy is usually to go talk to them and ask them exactly what needs to occur for them to support the change.

You will often find their input incredibly valuable. Even if you cannot meet all of their needs, the mere fact that you asked and listened is often enough to lessen their resistance.

Such direct, personal contact creates a foundation of trust and relationship that in the end often turns resistors neutral, if not positive about the change. The larger bulk of resistors, who are generally less negative, will be positively influenced over time as the support for the change builds.

Another very effective way to deal with resistors is to ask them to be on benchmarking teams. As they get exposed firsthand to other companies who have done what you are attempting in your change effort, their attitude often changes very quickly.

While impacting your resistors is important, your “middle of the roaders” are equally, if not more essential. In critical mass terms, it takes less energy and resources to get the people in the organisation that are uncommitted to any position about the change to become positive supporters than it takes to turn all of your resistors around. (Read that again...it's important!)

 

So, focus action on the key resistors, at least until your critical mass builds , but also diligently plan how to influence your middle-of-the-roaders – with repeated communications, participation, town meetings, e-conferences on change issues, benchmarking studies, application sessions, Q and A responses, etc.