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It’s no secret, things change. What’s
fine today is folly tomorrow. Take a moment to consider
how computers, cell phones and the recent world events
have changed our lives. It becomes intuitively obvious
to the most casual observer that we better be prepared
to handle change. Well, what exactly does it mean to
“handle change”?
The concept of change management is a
common corporate buzzword, but what does it really mean?
More importantly, what can a person do about it?
If you try to manage change the same way
you’ve managed a stable routine situation, you’re
going to have real problems. You need to recognize that
changes are usually under managed—even simple changes.
People up and down the chain of command are frequently
too resistive, too reactive, and too closely tied to
their old habits.
Here are a few ways to manage change, instead of letting
it manage you:
Keep a Positive Attitude About the Change
Even when you disagree with a change in
your organization, if it’s going to be implemented
with or without your consent, then you might as well
be upbeat, positive and enthusiastic. The attitude and
morale of the employees you work with will be favorably
influenced.
Never say something like, “I don’t
like it either, but, hey that’s how it’s going
to be.” Instead, show your support of the change;
say, “This is the way it is now (or is going to
be soon.) The old way has been discarded (or changed).
We must figure out the best tactics to use to handle
it. What’s the sense of complaining? Not only will
poor attitude affect morale, it may also sway employees
in their conviction to comply with the change.
Invite Resistance
Machiavelli wrote in The Prince that,
“there is nothing more difficult
to take in hand, more perilous to conduct, or more uncertain
in its success, than to take the lead in the introduction
of a new order of things, because the innovator has
for enemies all those who have done well under the old
conditions and lukewarm defenders in those who may do
well under the new.”
This is the old “I’ve been doing
it this way for 25 years and it’s always worked
before.” The best way to take the steam out of
this type of resistance is to open the throttle and
welcome it. Only be prepared to show why the “new
way” is better or at least necessary.
Keep in mind the fact that resistance
is “diagnostic” that is, when people’s
resistance to a change becomes extreme, something is
not being done right. If resistance is virtually nonexistent,
even to major changes, it may mean employees are too
complacent.
Communicate, Communicate, Communicate
When people understand the why’s
and wherefore’s of a new way of doing business,
they gain some feeling of participation. But too often
companies, governments and leaders in general make changes
and enforce them without much communication beforehand.
Sometimes it’s because we’ve become so familiar
with their field of interest that they forget just how
little other people know about it.
Employees should be kept informed of proposed
changes that might impact them well before they become
official. It’s best to communicate changes and
their purposes verbally and in writing, before, during,
and after the change takes place.
Make the Change Slowly if Possible
This is not good advice for every situation.
For example: once it is discovered that a certain practice
is dangerous, or is causing your company to bleed capital,
you shouldn’t take your time to change it. On the
other hand, many times you can implement part of a new
rule or business tactic before it becomes mandatory.
This helps people adjust to the overall change.
Pass Out “Psychological Paychecks”
According to Business
as Unusual by Price Pritchett, Ph.D. and Ron
Pound, Ph.D. . . .
"Sometimes you’re
not in a position to give employees more in terms of
tangible rewards. But there is no limit to the intangible
rewards you can provide. . . These psychological paychecks
require little effort on your part and cost the company
nothing. They represent an excellent way for you to
compensate your people for the extra effort required
of them during times of transition and change."
After the change is in effect, make a
special effort to thank those who are affected by it.
It’s been shown over and over
again that a compliment or a simple “thank you”
can make a huge difference in a person’s mood and
behavior.
It’s also been said that the only
person who likes a change is a baby in a wet diaper.
Perhaps this is true. That’s why you need to make
an extra effort to help your workforce accept and adapt
to changes in the way they work. The way you handle
change also shows off your abilities. Author and Harvard
Business School professor, Rosabeth Moss Kanter put
it this way:
“The individuals
who will succeed and flourish will also be masters of
change: adept at reorienting their own and others’
activities in untried directions to bring about higher
levels of achievement.”
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