| Today's rapidly changing technology, the
economy's roller-coaster ride, the constant mergers and acquisitions among companies,
upsizing, downsizing and resizing, and, of course, our country's response to terrorism
have forced almost all of us to change, in some cases almost daily.
Adapting to new demands is an important mechanism for both
personal and organizational survival. Individuals and groups that do it well seem to be
more successful than those that resist and accept the inevitable slowly. But change is so
difficult and is almost always resisted.
Many ingredients are required to move from the present to
your organization’s desired change. The process takes time, vision, role modeling,
symbols and benefits for all involved. During the necessary incremental transitional
changes, motivators and training are necessary. The organization must create an
environment that fosters new learning and behaviors -- that "persuades"
employees to change.
6 Requirements For Making Organizational Changes In
Individuals, Teams, Departments and Divisions:
1. Motivation is essential
Before your employees are really motivated to work at
change, they must be convinced of the personal and professional benefits to themselves, as
well as to their organization. In addition, management must realize that work will slow
during the transitional process. Often temporary help must be brought in or overtime
authorized to help get the more mundane tasks accomplished. Learning is often awkward,
requiring a great deal of practice before new habits are automated. Practice, of course,
means making mistakes and taking time to correct them.
Because of these factors, commitment is mandatory at the
highest levels of the organization. Upper management in particular must create a clear,
realistic vision. All too often, organizations develop vision statements that are too
vague or idealistic. The vision must be something people can buy into. It must be
"symbolized" with a theme, and it must have its champions at the highest level
of the organization.
Once realistic themes have been developed, upper management
must create a mission, goals and objectives specific to individual departments. Then
management must sell these missions, goals and objectives to members of the various
departments.
2. Procedural and cultural changes require working with
the latest tools of persuasion, negotiation and learning.
Persuasion needs a user-friendly approach. User-friendly in
this context means giving employees an opportunity to vent, to express their own ideas and
to make mistakes. It means that managers involved in the process must remain positive and
approachable, and have an encouraging demeanor.
At this point managers should coach and encourage rather
than criticize or punish. Self-righteous, critical or condescending behavior will only
frighten people back into their old tried-and-true behaviors. In helping employees adapt
to new conditions, managers must not assume an “I'm right you're wrong” stance.
Workers immediately will become defensive. Moreover, they will tune the managers out,
become argumentative or passively resist the changes they're being asked to make.
3. It pays to reward success.
Remember, success builds on itself. By rewarding success,
you will create internal champions from among those who are higher risk takers and more
aware of the value of the new outcomes. They will become your role models and persuaders.
Others will follow them more easily.
4. Promote changes with workshops
Part of the change process involves conducting teambuilding
and management development workshops to promote change, get input on needs and work with
different management styles.
Keep in mind that people respond better to workshop
exercises that have "face validity" -- that is, whose content is related to the
work people actually perform. The workshop should combine process and content.
Participants must be encouraged to learn more about one another personally, and to build a
level of trust. They should be given content-specific tasks to perform together. This will
enable them not only to improve their actual working conditions and move toward the
desired process or cultural changes, but also to work more effectively with each other in
the future.
5. Launch the change management program
While smaller companies and organizations might be able to
just dig in and start the process, in larger organizations it may be necessary to create
some drama. Thus the firm might want to develop a large-scale kickoff program involving as
many people as possible
This all-day affair should be exciting and motivational,
and encourage the participation and ideas of all attendees, who should be provided with a
means of ensuring their ongoing involvement in the process.
6. Alignment is necessary
Too often, alignment behind a company's goals, objectives,
values and beliefs is taken for granted. This is a potentially fatal mistake. So starting
from the top, the highest levels within the organization must agree on the values and
desired cultural changes. Then they must communicate these and get a buy-in at other
levels of the organization. You must ensure that the words and slogans being used have the
same meaning across all levels.
When all is said and done, change can be exciting, and if
managed correctly, it will be a vital component in the vitality and continued growth of
your organization. So go for it! |
