Organisational Change
by Damien Clarke
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Top 10 considerations before implementing
organisational change
Change is rarely easy for an organisation chiefly because of
human beings’ natural resistance to it. An organisation’s most
valuable resource is its people. Without people, change will
not be possible. In fact, without people, your organisation
would not be an organisation. A focus on and commitment to the
human side of change is key to a successful implementation.
1. The “What” - Moving Out of
Complacency
Determine what change is needed. In order to lead competent
humans into accepting and embracing change, you need to have a
clear idea of what that change should entail. Creatively
brainstorm the change that is needed in your organisation. This
“what” part of the process involves not only considering the
overall good of the organisation, but must also take into
account the effect different paths will take on the individuals
involved. Even by pondering change, you will be taking
initiative and moving out of complacency.
2. Human Resistance to Change
Before you share your idea with another single person,
understand that human beings naturally resist new ways of
thinking or acting. Expecting these attitudes will prepare you
to manage and overcome resistance. Being prepared will help
minimize your own doubts in your decision to implement change.
This resistance of change can manifest itself not only in
employees, but also in your own behaviours and attitudes. It is
important to be vigilant about how you personally embrace
change and commit to moving away from complacency.
3. Your Team
Develop a “change” task force comprised of a group of your
organisation’s most influential people. When determining who to
select for your team, think strategically while operating
practically. Strategise “who” in your organisation is likely to
make the most impact in terms of further enlisting support for
your cause, but remain realistic about who is likely to support
the change needed in a dynamic way. Keep in mind that humans
will generally defer to hierarchy in organisational settings.
Because of this, it is important that change leadership come
from a senior level in order to enlist the support and
participation of individuals.
4. Necessity for Change
Affect a sense of urgency about the impending change. Humans
must have a motivation for doing things differently. Appeal to
emotions that are likely to elicit an active response.
Communicating the “why” related to organisational changes
you’ve already deemed necessary is key to promoting
understanding, minimizing fear and resistance, and facilitating
acceptance. Begin by personally believing in the urgency of the
necessary change and communicating it to your organisational
change task force/leaders. If you properly communicate this
urgency to your supporters, the importance of the need for
change will likely be infectious and contagious. Once you’ve
set the catalyst in motion by establishing the urgency - the
need for change, be prepared to provide a direction in which to
move - a vision.
5. The “Where”
Work with your leadership team to envision in which direction
the necessary change should be headed. Visualize different
outcomes and their effects on the organisation while also
reflecting on how each outcome would affect individuals at all
levels. Determine a common goal. Once you have established the
direction, it is important that you personally exhibit full
commitment to the vision for change and that your established
leaders do so as well.
6. Trust & Communication
Build trust in the face of divisive circumstances. As you can
imagine, no change will be embraced by every individual within
your organisation - even after overcoming initial fear and
resistance. By keeping the lines of communication open and
demonstrating your willingness to listen to and consider all
ideas, you will create a culture of trust that will set the
stage for broader support. Focus on generating support from
skeptics and critics. Rely on your task force to help you
achieve this goal by dealing with people on an individual basis
and provoking honest conversations. At the same time, try to
influence moods to generate hope and ambition. Positive
feelings and aspirations can be just as contagious as negative
ones. Use your leadership skills and those of your team to move
in this direction.
7. Relationship Leadership Vs. Leadership of
Position
In generating support and involvement in any change effort,
position power must not be imposed without reinforcing
relationship power, which offers support and skill sharing.
Emphasis on relationships creates and reinforces a culture of
commitment and loyalty not only to the change efforts but also
to the organisation in general. Relationship leadership creates
a “we’re in this together” attitude rather than power-based
patterns that do not necessarily support healthy and effective
change. Productive relationship leadership models result in
motivated and high-powered teams.
8. Empowered Implementation
Equip employees with the resources needed to effect change.
Open the doors for them to think and act differently. Increase
flexibility of thinking by exploring boundaries and challenging
comfort zones. Be readily available to provide employees with
support to interrupt old patterns. Address tough dilemmas and
competing commitments, and make it known throughout the
organisation that no topic is off limits for discussion.
9. Short Term Goals
Establish short term goals that represent successes along the
path to the common vision. This will help maintain the momentum
and keep everyone motivated. Implement the necessary change
toward your vision by setting real and attainable priorities
and establishing timelines for smaller stepping stones.
Continue to motivate the team with praise and celebration of
small successes while reinforcing the importance they represent
toward the overall goal.
10. Keep the ball rolling (change is
constant)
Encourage everyone (including yourself) to consider all
successes stepping stones to additional and progressively
rewarding successes. Care must be taken to ensure all ‘stepping
stones’ are within the shared vision. At the same time, be
flexible to changing priorities and be willing to let the end
result evolve as necessary. Increase standards of performance
and use small and large successes attained through the support
of change to inspire creative thinking about other changes that
could be beneficial.
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