How to Successfully Manage Change ( part two )

How to Successfully Manage Change ( Part two )

In Part one I covered typical reasons people resist change and five key factors in managing a successful change programme. Part two covers how to increase pressure for change and methods for dealing with resistance to change.
Factors that increase pressure for change ( or reduce resistance ) include

- Take into account the needs/attitudes/beliefs of the individual. Ensure clear understanding of What’s In It For Me ( WIIFM )
- The greater the prestige of the change leader or desire to belong to the “ group “ the more attractive the change will seem
- Provide clear and specific information on the change to create a feeling of shared perceptions
- A group that has continued psychological meaning to an individual has more influence than a group with temporary membership

The six methods for dealing with resistance to change, according to Kotter & Schlesinger are

1) Education & Communication – where there is a lack of accurate information
2) Participation & Involvement – to gain participants commitment
3) Facilitation & Support – where people are having problems adjusting
4) Negotiation & Agreement – to avoid major resistance
5) Manipulation & Co-optation – where other approaches are seen as too slow
6) Explicit & Implicit Coercion – to override any resistance
The appropriate method for any company will need to fit the company values and be consistent with the change being implemented. A combination of approaches could be used with 1 & 2 potentially having the greatest chance of success though also the longest timescale.
Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial, depression, acceptance, testing, search for meaning and then commitment.

How to Successfully Manage Change

How to Successfully Manage Change ( Part one )

In today’s economic and business environment change is a constant. Whether firms are “losing“ staff, merging with competitors or launching a new business strategy there is a need to ensure change is effectively managed. Yet I am sure we have all experienced or seen change efforts that have gone wrong because not enough time had been spent on the softer side of change management – people!

According to Kotter & Schlessinger people resist change for four basic reasons
1) Self interest – they believe they will lose something of value to them
2) Misunderstanding and lack of trust- they do not understand why is this happening
3) Different assessments – they see different costs/benefits
4) Low tolerance of change – they fear they do not have the relevant skills
Bearing these in mind the key factors in a successful change programme have been identified as
A) Communication – a clear two way approach with all staff. Soliciting questions about issues and problems
B) Start with a Good Idea – no change techniques will save a poorly thought through plan or concept
C) Obtain Staff Commitment – involve staff in both the ideas and implementation stage
D) Provide Sufficient Resources – for example people, time ,skills ,money
E) Have a Plan – look ahead and allow for flexibility around problems
Being aware of the above and accepting that we are all human! will increase your chances of managing the change successfully.

Finally we should all acknowledge that change is an emotional experience and that different people will be able to accept change at different speeds. We arguably all go through seven different stages – shock, denial ,depression ,acceptance ,testing ,search for meaning and then commitment.

In Part two I will include thoughts on specific methods for reducing resistance to change