Eleven Steps to Take When Implementing Change
from Smart Moves for People in Charge
by Sam Deep & Lyle Fussman
Alvin Toffler said in his book Future Shock, "Man has a limited biological capacity for change. When this capacity is overwhelmed, the capacity is in future shock." If it seems as though your employees are in a constant state of future shock, you may want to re-examine the way you introduce change to your organization. Without strategies like those described below you can expect employees to fight change, from small assignments to major new policies.
1. Share your
vision.If employees know where you're headed and share
your dreams for the organization, they'll see how proposed changes
help to achieve those dreams. They may even become sources of new
ideas.
2. Keep
employees in touch with the business environment. If
employees are closely connected to customers, to competitors and
other environmental factors, they won't be sent into shock when you
shift directions or priorities.
3. Involve
employees. If possible, let employees who will be
affected by the change help you identify the need for it and decide
how to respond to it. If you can't do that, at least involve them
in planning for the implementation of changes that you
initiate.
4. Anticipate
their concerns. People avoid or
resist change because they fear losing something: control,
security, prestige, self-esteem, pre-eminence, closeness,
relationships, freedom, comfort, money and so on. Consider these
factors: What objections do you expect people to raise? How can you
respond to those objections as you announce, plan, and implement
the change?
5. Explain the
change. Define
the change clearly to all involved. Tell them the rationale for it.
Specify their role in it. Describe both the short-term and
long-term implications of implementing it. Don't let doubts
grow.
6. Let people
vent.Provide forums for disgruntled employees to air
their concerns and ask questions. Hold gripe sessions throughout
the organization if necessary.
7. Give status to
resistance. Acknowledge the fears and worries you
encounter. Don't ignore, belittle or criticize them. Be patient
with employees' initial reluctance to see the same value in the
change that you see.
8. Respond. Once you
hear them out, answer employees with data and reassuring
information. Correct inaccuracies that may be infesting the
grapevine. Communicate your optimism about the change and your
belief that the employees will make it work. If possible, tell them
the change will be permanent only if it proves its worth.
9. Emphasize benefits.
Answer the WII-FM question: “What’s in it for me?” Demonstrate how
the change will benefit both the organization and the employees
personally. When planning any change, always look for how you can
include value for the employees who will carry it out.
10. Demonstrate your
resolve. Show your commitment to the change. Provide the
resources people need to implement it. Do more than your share of
the work in helping it succeed. Accept more than your share of
whatever hardships it demands.
11. Anticipate problems.
While you model optimism, maintain a sharp eye for negative
outcomes. Minimize problems by foreseeing the alterations you need
to make throughout the organization to accommodate the change. Such
alterations include reassigning duties, reconfiguring reporting
relationships, ordering different supplies, and training employees
at new skills.
