The Nuts and Bolts of Successful Change Management

Remember when you last moved house or broke up from a relationship? In many ways, these times of personal change are similar to the ones your employees face when organisations change. 

What type of changes are we talking about? Moving premises, implementing a new system, mergers, downsizing, projects, the list goes on.

How can you make each change a successful transition to a new and improved situation? By its very nature, the diversity of the change process makes it difficult to develop and implement strategies that will always lead to the smooth transition from the current operational state to a desired operational state. You are dealing with people and people have different needs, reactions, personalities and situations.

You are also dealing with consultants, suppliers, and owners, and legislation, logistics and lists of things to do! You are super busy and it's hard to keep everyone happy.

Well, one of the major contributing factors to an unsuccessful change is the lack of recognition of the associated losses; be they perceived or real to the individuals involved in the change process.

What does this mean?

What better illustration than a working team gaining a new team member? The team may demonstrate resistance to this change, particularly where they feel a new employee is unnecessary or unwanted. Ultimately, the benefit that should come from the change may be lost due to a lack of organisational unity and understanding for the of the motivation for the change. Resistance from employees to the implementation of change is best countered by effective communication, planning, openness and transparency.

So what are the main things to keep in mind?

• Small Steps

Effective communication allows for managers to effectively introduce change in small or incremental steps, thereby introducing the most pertinent information at the most relevant time, and ensuring that employees are not bombarded by large quantities of information. The secondary advantage is to using small steps in communicating change is that it increases the probability of positive emotions arising. That is, the use of small steps allows for a consequential increase in the level of understanding, confidence and positivity. What happens if effective communication is not used in small steps? A sense of negativity can be promoted through rumour and speculation, which will often lead to inaccurate or wild conclusions being drawn.

• Consultation and Collaboration

Two of the more effective styles of leadership to use when communicating change are the consultative process or collaboration. Success with this can often be achieved through communication between the different levels of supervisors / management and other staff that are at the "coal face" by promoting a sense of participation. This sense of participation often has the additional effect of motivating workers who now find themselves involved and empowered as a part of the change process.

• Goals and Visions

Recent research has that goals and visions need to be clearly identified as a part of the change process, and this should be an area of focus for management. The impact of goal clarity on maintaining and developing positive attitudes, amongst employees for the duration of the change process is quite significant. In addition to this, it is quite likely that the efforts of management to involve employees in goal formulation will increase, organisational productivity and participation as well.

• Strategy

A well thought out strategy and early planning will allow individuals involved in the change process to grasp the details of the change earlier and also allow for realistic time frames to be set. People need time to adapt and prepare for change, whilst also using this time to build confidence in their ability to cope with the change process and in the systems being used to implement the change. It is critical for managers to realise that change evokes stress and it is important that any change plan incorporates this consideration. Where strategies supplied by management are or are not perceived to be rushed, employees will relinquish any confidence in the change process and those responsible for its implementation.

• Dates and Milestones

A specific recommendation when considering a change plan is that of the setting of dates and milestones for employees. Dates that specifically relate to them need to be clearly communicated. This will result in a reduction of any prevailing uncertainty and frustration, and allow the individual time to plan and prepare for impending change. However, this involves management taking a pro-active approach and being able to anticipate the reactions and needs of their employees. A well thought through strategy that takes into account the needs and reactions of all involved can lead to the change not only being seen as positive but also as necessary.

"At the end of day, it is not change itself that is feared, rather the losses associated with the implementation of that change."

Paul Tilbury
Director, Principal Consultant
Person Centred Training Pty Ltd
HR & Compliance Specialists