Change management: Things do not change. We do.
 We live in a world of constant change, and even though the vast majority of these changes are for the better, change is still something that many people– and therefore many organisations – can find extremely difficult to deal with. Why is this, and what can be done to help people embrace change rather than fearing it? Carole Spiers has some suggestions.
Why is change so difficult to handle?
People are programmed into a pattern of behaviour with which they feel safe, their ‘comfort zone’. Change can threaten this feeling of safety, and people can feel disempowered by change - particularly if it is imposed on them, or challenges their accepted thinking.
It is therefore vital for people to understand why imposed changes are necessary, and how those changes will affect them, their position, their responsibilities and possibly their remuneration and future prospects.
One reason that staff may resist change is if they don’t think they will be comfortable in the new job environment, or able to meet the new way of working. If a change, particularly a fundamental change, is imposed within an organisation, a proportion of the staff affected will be bound to be dissatisfied. It is important to listen to their concerns and not to dismiss them out of hand – some of their worries may be valid and it is important for management to acknowledge this.
How to make change work
If your department is contemplating a major change, you can help to facilitate this by taking account of the following:
- Think through the change and what is required of the personnel affected, in detail, so that a clear plan of implementation is available.
- Be aware that some retraining may be necessary and have a plan of action ready to implement this.
- Staff will respond best if they feel involved in the decision making.
- Maybe they cannot be involved in all the major decisions, but their implementation will involve a number of smaller steps and they can almost certainly be involved somewhere (and add value by bringing in their experience).
- Everyone copes better with change if they feel at least in partial control of it. It is the feeling of being out of control that can be frightening to most of us. So, involve your staff, as far as possible, in their own areas of the change. Perhaps set up an implementation team involving a member of staff from within each department and reporting up to - and down from management.
- Keep everyone informed as far as is possible of timetables and details. The imagination and concerns of staff can run riot when they are kept in the dark, particularly if they are anxious about the change. Regular meetings are essential and even if time is short, don’t abandon them. Make sure that the planned changes are clearly understood at all levels. Don’t give in to the temptation to impose changes without consultation.
Unless you can persuade your staff to buy into the change by means of the steps above, they may leave or become de-motivated, neither of which will benefit the department. Similarly, a culture of fear (where staff are actively discouraged to convey concerns or show vulnerability) is counterproductive.
Everyone works better where he or she can see the benefit for themselves. So, take time to think through not just the overall plan of the change, but how it will affect and benefit individuals, then ‘sell’ these benefits to those affected.
Don’t oversell them though, as staff will subsequently disbelieve anything you say. It is far better to be honest and admit that some things still need to be worked through, as this will help to build trust.
People need to feel they have some input to enable them to overcome their fears and anxieties. If you encourage them through this stage, they can become great advocates for the change and will work with you instead of automatically resisting. Accept that everyone’s capacity for change is different and some will respond quicker or more easily than others.
Try to break the change down into manageable parts so that the overall change does not seem too overwhelming. Consider running a pilot operation to smooth out the glitches and allow input from users. Once the change has been implemented, don’t allow any return to the old ways or allow this as an option.
Carole Spiers is a broadcaster, journalist and corporate manager specializing in stress management and employee wellbeing. The Carole Spiers Group’s services include stress policies, stress audit, risk assessment, attendance management, rehabilitation support, post trauma support, mediation, team coaching and mentoring services. Call 020 8954 1593 or go to the CSG website.
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