Six Realities of Change Management

There are lot’s of things to take care of when introducing change in an organization – and there are lot’s of myths and hype as well about what works and what doesn’t. Change management is as complex as human beings are – so there aren’t any easy answers or recipes for success. But here’s a list of 6 key things to keep in mind as you think about creating a toolkit for change in your workplace…

You will need to make the End Game clear

Put together a clear picture of why the change is necessary. This will state what the expected end results will be and suggest pathways – including job roles, processes, relationships, structure and expectations – to reach the end game

You will have to create Ownership

Most organizations talk about people being their most important asset then proceed to treat them as if their views don’t matter. Get everyone who is going to be affected by the change to participate in crafting it’s shape and color. People take more ownership in change when they contribute to the conversation and participate in the exploration of possibilities and scenarios.

You will need to build Consensus

It’s not easy to build consensus and get everyone to sign-up for change but here’s the thing – this is as vital to address as it is difficult to achieve because just a handful of dissenters can jeopardize the whole process if their views/concerns are not addressed. The dissenting view is not necessarily negative – sometimes it is indeed the only one that matters – so
the bonus in addressing it can be a more robust platform for change

You will need to understand the Resistance – and address it

People resist change! We hear this all the time and it has become part of organization vocabulary. But few managers really understand what causes this resistance and procrastination. Usually it is a fear of “loss” – of status,
of value, of comfort; in some cases it’s a fear of isolation or becoming irrelevant or that the change is “targeted” at them. When such fears and concerns are adequately addressed, the procrastinators can become enthusiastic stakeholders in the process

You will need to aim for Quantum Improvement

One of the inherent truths in management is that any organization, team or unit of people working in any sector or industry at any point in time is capable of a lot more than it is currently achieving. When you stop believing this, and the people in that organization or team stop believing this, then meaningful change is not possible. Small changes don’t excite people. Reaffirming the belief that quantum change is possible is central to the process of change management and has much more impact than monetary rewards and incentives. Changing systems and processes can yield valuable results – but believing in the gains possible from each individual
contribution is what produces non-linear outcomes.

You will need a Values Framework

The change management framework needs to incorporate some essential values – honesty and forthright behavior during difficult times rather than just “good news” and gloss – and consistent behavior and values to gain credibility and trust. In fact, these are the very same ingredients that earn credibility and trust for leadership. After all, change management
and leadership have similar roles – to move people out from their comfort zones into a more productive future for the whole team..