By Leslie Kendall
Change is one of the few constants in today’s workplace. In order to engage in successful transition, it is imperative for an organization to develop and implement a clear plan of action. All of your stakeholders, especially employees, will respond best to transition when they know what to expect and how they will be impacted.
I am convinced that long-range planning is the best approach to successfully implementing any type of organizational change. Planning will increase employees’ understanding of the reasons for change and reduce potential resistance by including them as collaborative partners in the process.
There are proven strategies that businesses, non-profit groups, and government agencies can follow to invoke change effectively in their organizations. Here are some tips:
First, it is essential to involve everyone in the change process and schedule, allowing ample time for input. People need different amounts of time to react to change in the workplace and to assess how it may affect their personal lives.
Second, explain the reasons for the change and its importance to the organization and personnel. Be specific about new or revised company goals, how they were developed, and what resources will be available to support goal achievement. Consistently monitor progress toward the goals so you can make adjustments in a timely manner.
Third, be open about how the change may impact employees and the organization as a whole. For example, will the bottom line be affected? Will employee salaries or benefits be adjusted? Will departments be realigned? No matter what type of organization you have, there will be problems during periods of transition; acknowledge potential difficulties up front.
Fourth, it is important to clarify the expectations you have for the future. Examples include employee behaviors, customer response, company growth, or physical relocation. People respond best to change when they know what is expected of them.
Fifth, provide whatever training your employees may need to successfully work in the changing environment. Help them learn new skills and acquire job-specific knowledge. Offer consistent coaching so they can gain confidence about completing new tasks. Consider aligning your recognition and rewards system to support the transition.
Based on long-standing advice organizational development professionals, I would suggest that there are three basic concepts to be aware of when initiating transition efforts in an organization.
One, it is not the change itself that people resist, but rather the magnitude of the surprise of the change. Nobody likes surprises – negative reaction is about the abruptness and size of the change. I believe that’s true in the workplace as well as in our personal lives. To promote successful change, organizational leaders need to overcommunicate the purpose and rationale for change, be it a single event or an on-going operational necessity.
Two, for change to be institutionalized in an organization, each person must first internalize the change. In today’s jargon, we probably call this ‘buy-in’. We all want to have control over our home and workplace environments. People demonstrate differing levels of acceptance regarding change: some adapt quickly, but others need time to consider options and determine their course of action. Change managers need to plan for varying responses as they move through any type of transition.
Three, an organization has to accommodate change in order to continuously improve. Most organizations believe in improvement; they plan for growth to offer better services, develop new products, improve their public image, enhance their market position, and so on. But continuous improvement, by its very nature involves change, often at a rapid pace. It’s incumbent on organizational leaders to gage the desired rate of improvement and implement planned change through measured steps.
Kendall is the owner of Kendall & Associates Organizational Development.