Change isn't always easy, especially when it involves overhauling significant processes, systems, or workflows. However, with careful planning and active participation, even the most chaotic transitions can yield positive outcomes. This is where effective change management comes into play – it's the structured approach to navigating and organizing the chaos of change.
According to Kim Perkins, an organizational psychologist specializing in positive organizational technology, change management is about guiding people through the process of adopting new habits and behaviors. Whether it's implementing new technology or restructuring the corporate hierarchy, having a human-centered change management plan in place can foster buy-in and mitigate potential challenges before they escalate.
Perkins emphasizes the importance of adopting a people-focused approach to change management. This approach involves understanding and addressing the needs, concerns, and motivations of individuals within the organization. By prioritizing clear communication, active engagement, and support throughout the change process, organizations can minimize resistance and maximize success.
Here are some key insights from Perkins on effective and less stressful organizational change management-
Change management is like a roadmap guiding organizations through transitions from the old to the new. It encompasses a structured approach that considers the impact on people, processes, and systems affected by the change. Whether it's adopting a new system, software, organizational structure, or cultural shift, organizations often rely on a change management process to facilitate the transition.
Take, for instance, a cloud migration. Such a transition can ripple across various departments, including legal, security teams, and end users. By engaging stakeholders early on and throughout the change process, organizations can mitigate disruptions and ensure a smoother transition.
Perkins has encountered numerous organizations that underestimated the challenge of transitioning from one tool to another. "It sounds simple," she explains, "just click a button and switch. But in reality, it's one of the most difficult tasks to accomplish."
To assist organizations in navigating change, Perkins employs a human-centered approach consisting of five key steps.
While some changes have clear objectives, such as migrating software systems to the cloud or adopting a more secure chat platform, Perkins often works with clients who seek a specific but undefined result. For example, a client may express a desire for "increased innovation" without specifying what that entails.
In such cases, Perkins emphasizes the importance of clarity. She prompts clients to delve deeper into their objectives, asking questions like, "Does this goal apply to everyone? What behaviors or actions represent increased innovation? How will you recognize progress towards this goal?"
Once you've clarified your end goal, it's crucial to enlist your advocates or supporters. These individuals will champion the change and encourage others to embrace it. According to Perkins, when you identify these supporters, it's essential to equip them with resources and empower them to advocate for the change.
Simultaneously, it's essential to recognize potential detractors or blockers of your change initiative. Your approach to engaging with these individuals should consider their influence within the organization. For example, if the head of IT opposes a significant IT change, it could present significant challenges.
However, Perkins cautions against overemphasizing opposition. While there will always be skeptics, effective champions can outweigh their impact.
Transitioning to something new invariably involves relinquishing something old. This entails letting go of emotional attachments to familiar methods of operation or a mindset fixated on past investments.
Perkins shares an experience with a film studio attempting to shift their team from AOL to a more secure messaging platform. Despite numerous failed attempts, employees gravitated towards AOL out of habit and familiarity. To facilitate the transition, Perkins proposed acknowledging the loss of AOL. The company displayed a large poster of the AOL running man in the lobby, inviting everyone to inscribe their screen names and bid farewell.
"It turned into a cultural moment," Perkins recalls. "People reminisced about the screen names they created in their youth and took pictures with the poster." This lighthearted approach helped soften the impact of the change.
Acknowledging the past doesn't always require a grand gesture, notes Perkins. It can be as simple as taking a moment in a meeting to commend someone like Fred, who developed the old software system back in 1997.
Once team members have come to terms with the loss, they can shift their focus towards the future.
According to Perkins, leaders must adopt transparency and candor when addressing their teams. They must acknowledge the difficulty of change while also explaining the compelling reasons behind it. Failing to provide adequate explanations can lead employees to speculate negatively, assuming the change is driven by personal agendas rather than genuine necessity.
Perkins emphasises the importance of articulating the external factors influencing the need for change. By illustrating the market forces at play, team members can better understand the rationale behind the transition and visualize the potential opportunities it presents. Perkins believes that genuine understanding is pivotal for fostering genuine acceptance and enthusiasm for change.
Once your team has bought-in, the implementation phase becomes more straightforward. Some companies opt to enlist the services of a change management consultant who specialises in the specific technology or organizational structure being adopted. They can offer valuable assistance with the practical aspects of implementation.
"The most crucial aspect of implementation is leading by example," asserts Perkins. Implementation requires active involvement and visible commitment from leaders and their advocates.
Perkins emphasises the importance of consistency in embracing change. "If someone reaches out to you on the old platform, make sure to respond using the new one you're promoting. It might seem like a small detail, but it's surprising how often this is overlooked," she explains. "Your actions set the tone and serve as a powerful example for others to follow."
For many leaders, especially those new to their roles, it can be surprising to realize that not everyone readily embraces requested or mandated changes. Employees are often resistant to changes they perceive as driven by ego, whims, or passing trends. Moreover, resistance to change isn't always overt.
Have you ever heard of "slow walking"?
"It's a tactic people use to subtly oppose initiatives they disagree with but feel powerless to confront openly," explains Perkins. This phenomenon is common in organizations with a history of unsuccessful changes. Employees may view new change initiatives as temporary disruptions that will fade away if ignored long enough. While they may verbally support the change, they procrastinate actually implementing it.
Dealing with a legacy of failed changes requires acknowledging past mistakes and implementing a change management process that addresses employee resistance and mitigates change fatigue.
Leaders themselves can also impede change. Cultural transformations, in particular, require a long-term commitment, and not everyone will readily adapt. Leaders must be willing to part ways with individuals who refuse to embrace change. "Allowing prominent detractors to remain sends a message that you're not fully committed to the change effort," warns Perkins. "It's a tough decision for many, but without it, cultural change is unlikely to succeed."
Embarking on a change management journey? Keep these four fundamental principles in mind:
Not everyone will support the change, and that's okay. Instead of fixating on opposition, focus on understanding who supports the change and why it's necessary.
Change doesn't happen overnight. Leaders must consistently communicate the need for change, even if it feels repetitive. Repetition helps individuals comprehend the change and its benefits, facilitating engagement.
People often mirror the actions of those around them, and visibility is crucial for driving change. Research suggests that the majority of individuals are fence-sitters, waiting to see what others do before committing.
Effective change begins at the top. If leadership doesn't demonstrate commitment to the change, employees will be reluctant to embrace it. Consistency between management's actions and expectations is essential for successful implementation.
Driving change within your organization requires a collaborative approach that prioritizes buy-in from all stakeholders. Recognize that change is a collective effort and implement processes to facilitate widespread acceptance.
"Change cannot be spearheaded by one individual alone," emphasizes Perkins. "It involves a diverse group of people with varying roles, perspectives, and contributions. Whether it's a minor software transition or a major organizational shift, success hinges on a team-based strategy. Merely dictating change rarely yields positive outcomes."
To conclude, supporting change necessitates fostering a culture of collaboration and inclusivity, where every voice is heard and valued. By engaging stakeholders at every stage of the change process, organizations can effectively navigate transitions and secure collective commitment to the desired outcomes.