How to implement change
Change continues to be a feature of everyday organisational life - new technologies, new policies, organisational restructurings, downsizings, redundancies... Many employees are beginning to buckle under the weight of it all. Change might offer a promise of improvement, but it doesn't guarantee it. So many people now approach change with scepticism, fear, or frustration. How can a manager best introduce change in such an environment?
1. Note the basics of good change management.
The mere thought of change can be a real turn-off for many people and, if you ignore the following essential advice, you'll find the process of implementation even tougher:
- People will change when they see the need for change.
- People will change when they know how to change.
- People will change when they are involved actively in the change process.
- People will resist surprises.
- People will change when they are secure in changing.
- People resist being treated as things.
- People do not necessarily change on the basis of new knowledge alone - attitudes, feelings, and status are just as important.
- People change some attitudes slowly.
Keep these tenets in mind throughout the implementation phase.
2. Involve your staff in the process of change.
If your employees participate actively in the change process, they are more likely to feel ownership and less likely to resist it. In this regard:
- Involve staff in the processes of planning, implementation, and evaluation. They are more likely to see the initiative as their own, not as one imposed by outsiders.
- Gain the support of opinion leaders in the organisation. Others soon follow their lead, for people tend to model the behaviour of others, especially those they admire or trust.
- Concentrate on the doers, not the doubters; the risk-takers are more likely to support your efforts at change.
3. Ensure staff clearly understand why the change is necessary.
To alleviate staff anxiety and stress, you must explain fully the logic of the change, emphasising both the benefits and risks. New ideas are often misinterpreted, so make ample provision for discussion of reactions to ensure complete understanding and to alleviate any related concerns and fears. During implementation, chart the activities completed and those yet to be undertaken. Report periodically to all staff on progress to date. Upfront information and understanding help people feel more secure with the change.
