A client and I were recently discussing the natural resistance that accompanies most organizational change efforts when he quipped, “the only people who like change are wet babies!” Well said.
Change is a part of our every day lives. The pace of change is rapidly accelerating in workplaces. Companies simply must keep up with the constant marketplace demands of change if they are to survive, much less thrive in this economy.
The ability to manage change effectively is a complex requirement of most managers and leaders in today’s workplaces. Understanding how human’s process change is an important part of learning how to manage workplace change. The most challenging part of this equation is the “people” component.
Some of us are more receptive to change than others. I’ve witnessed a worker revolt because of the need to move their desk by a foot! Others embrace almost any change as an exciting new opportunity or a deterrent to boredom. Picture a typical bell curve when it comes to change. About 20% of workers will be on the far end of the continuum of “Like change, bring it on!” while another 20% is on the other far end, “Not only no but —- no!” The other 60% is in the middle and on the fence about the change; these are the folks you want to target your change management efforts towards.
Understanding the nature of change is important if you are going to succeed in your attempts at managing change in the workplace. Humans seek control. We tend to fear, dislike and avoid ambiguity. We “react” negatively when our expectations for the way things should be aren’t met. One rule of thumb–the more surprised we are by the change, the greater resistance you can expect.
It takes time for us to process and accept change. Most initially respond to a change we didn’t create with disbelief and denial, “I can’t believe this is happening!” This is usually the first stop on the change journey followed by resistance– picture arms crossed in defiance! The next step is exploration, “OK, I guess we can try it anyway, do you have more information?” Exploration however is dependent on whether or not change is consistently well sponsored and communicated from leaders. Once we have dipped our big toe into the change water and find it wasn’t as bad as we anticipated, most of us will finally move to commitment (“I can support the change in this way”).
A few coaching tips to increase the likelihood of your change effort sticking:
- Most humans are tuned into their own personal radio station-WIIFM (What’s In It For Me?) Leaders trying to manage change should broadcast on this station to answers their typical questions like: What will get better as a result of the change? Worse? How much control do we have over what happens? Can we assimilate this change at a reasonable pace? Do we understand the micro/macro implications of the change?
- People are more likely to support and commit to change they have helped create or design. Involve your people (particularly the front line or “end users” of the change) early in the creation of the change. Consult with them about their opinions. What obstacles do they foresee? How would they like to see the change rolled out? What will work (or not) for them regarding the change?
- Communicate often and consistently about the change. Yes this will mean you have to repeat yourself—in my experience, most leaders greatly under communicate about change. Use all available forums of communication available—intranet, email, phone, meetings and of course face-to-face conversations reinforcing the need and requirements for the change. Wise sponsors of change know that what will dictate whether or not the change is adopted is their commitment and time spent shepherding it through the organization.
- Allow people an opportunity to talk about and “vent” their frustrations about the change. Yes, this may turn into a gripe session but better to get it out in the open and aired than for resistance to go underground. Truly listening to understand what how your people feel about the change is important. Once we feel “heard” we are more likely to move on. Your people want to know that you care about them and how they will be impacted by the change. If you don’t respect them enough to at least hear them out about it—expect ongoing and potentially damaging resistance.