The business world is not immune to change. Companies grow and shrink. They expand and contract their market reach. They introduce new products and services and discontinue others. They also change how they create, promote, price, and deliver their offerings.
The Impact of Change on Employees
As companies experience change, the jobs of their employees and the ways in which they must perform those jobs also evolve. Many organizations assume that employees can simply be told to change and will automatically comply. The assumption is that workers will see the need for the change, understand its long-term value, and readily accept it.
But it rarely works that way.
Resistance to Change
People often resist—even fight—change they don’t understand or perceive as being in their best interest. If the change is seen as driven by corporate greed, exploitation, or betrayal, they will not buy into it. This highlights the need for clear communication about the reasons for and benefits of the change.
The Transition Through Change
People cannot change overnight, even if they want to. Change is a process. It must be phased in as existing routines and priorities are phased out. Transitioning through change takes time, and organizations must recognize this fact.
Managing organizational change requires:
- Thoughtful planning
- Responsive implementation
- Clear communication
Attempting to force change will likely lead to problems.
The Role of Managers in Implementing Change
Managers bear a significant responsibility when it comes to implementing change. To meet this challenge, they must:
- Interpret the change
- Communicate the change
- Enable the change
To help employees transition through change, managers need to identify the starting point (where the organization is today) and the ending point (where they want to be post-change). They must also define the why, what, and when of getting there.
Gaining Buy-In for Change
Managers must understand the rationale for the change, its objectives, and its benefits. This knowledge is essential for informing employees and gaining their acceptance. The more employees understand about the change and its upside, the more likely they are to be building blocks rather than roadblocks to the change process.
Involving Employees in the Change Process
Next, managers should involve the employees affected by the change in a collaborative effort to develop a plan. The change will not take place without the cooperation and contribution of the people involved.
In planning the change, it’s important to establish:
- Who will be responsible for what
- By when it will happen
- How success will be measured
- To whom results will be reported
Each participant must know exactly what is expected of them and how they will be evaluated.
Monitoring and Feedback
Once the plan is implemented, managers must monitor progress and provide appropriate feedback to keep both the team and the plan on track. Adjustments may need to be made along the way, but the focus should always remain on the final destination.
Conclusion: Embrace Change Through Your People
In the business environment, change is unavoidable. Managers who recognize the dynamics of change can make the transition as painless as possible for their employees. The more you inform and involve your people, the smoother the transition will be. Ultimately, change will occur because of your people, not in spite of them.
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