Supporting Change within your Business
When you are involved in planning and implementing change within your organisation you can see the reasons for change and the benefits. Those benefits may include improved efficiencies, better customer service and improving the workplace.
However, most people resist change and want to remain in the comfort of the old ways. This will often cause you to become frustrated and ask yourself the following questions. “Where are the business improvements you expected? “ . “And when will the disruption subside?”
Just because we develop and implement new systems, processes or structures doesn’t necessarily equate with improvement. For the change to be successful people need to adapt and use those systems and processes. Only when people have made their own personal transitions can an organization truly reap the benefits of change.
When planning change it is important to predict how people will react to change, so that you can help them to make their own personal transitions, and make sure that they have all the guidance and support they need. This is often referred to as the WIIFM Test (What’s in It For Me). As soon as we are confronted with any change, we quickly use this thinking to identify how will I be affected from the change. If our people have not been informed of the reasons, the process and the benefits, they will formulate their own ideas about the outcomes which are normally negative.
The Change Curve developed by Kubler- Ross provide some useful insight into how change effects people in different ways.
The Change Curve
As someone introducing change, you can use your knowledge of the Change Curve to give individuals the information and help they need, depending on where they are on the curve. This will help you to accelerate change and improve its likelihood of success.
Let’s look briefly on how to assist staff through the different stages of the change curve:
Stage 1 (Emotional)
Shock and Denial – When first confront with change this is the first reaction. At this stage, people may be in shock or in denial. Effective and frequent Communication is critical at this stage. People need information on the reasons for change, impacts, time frames and support resources.
Stage 2 (Behaviour)
With the emotions of concern, anger, resentment, or fear, staff may resist the change actively or passively. They may feel the need to express their feelings and concerns and vent their anger.
It is important in your Change planning process to take this stage into account. Attempt to pre-empt the reactions of staff and have resources and support mechanism ready to mobilize. Identify compelling factual evidence to support your change process
For the organization, this stage is the “danger zone.” If stage 2 is badly managed, the organization may descend into crisis or chaos.
Stage 3 (Acceptance)
This is the turning point for individuals and for the organization.
Individually, as people’s acceptance grows, they’ll want to test and explore what the change means. Provide them with the time, resources and training to test and experiment with the change process and provide feedback. Coaching and mentoring can assist people confidence at this stage
Stage 4
This stage is the one you’ve been waiting for! This is where the changes start to become “second nature,” and people embrace the improvements to the way they work.
While you’re busy counting the benefits, don’t forget to celebrate success! The journey may have been rocky. Certainly, it will have been at least a little uncomfortable for some of the people involved. But everyone deserves to share the success. What’s more, by celebrating the achievement, you establish a track record of success, and that will make things easier the next time change is needed.
Leadership & Performance Partners can assist you and your business in developing contextualised workshops focusing on Change Management and Leadership. For more information go to our website www.leadershipandperformance.com.au or email us at info@leadershipandperformance.com.au
