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Understanding Effective Change Management
Staying ahead of changing technology and a changing business environment means constantly adapting and implementing new ideas to stay successful.
However, many people tend to shy away from change.people don’t like Changes to procedures, processes and general changes. Be content with the status quo. Change can seem difficult.
This is a frustrating ordeal if you’re the one responsible for making the change. You have been tasked with implementing a new system or product, and you are encountering active resistance. What do you do
How do we overcome our desire to remain stagnant with co-workers, bosses, and employees? We can start by understanding why most people don’t like change, and then find ways to overcome that resistance.
When asked, people complain about changes because:
1. Slow implementation. Organizations take so long to make changes that people lose interest, incur additional costs, add time, and increase rework.
2. The leader has no sense of urgency. When leaders are not the first to embrace new systems, it can lead teams to think that change is not important. Remember AOL in 2005? AOL’s CEO is Randy Falco — he doesn’t use e-mail. His secretary prints out his e-mail for him to see. (Yes, we’ve all wondered how AOL’s CEO doesn’t use email.) If he doesn’t use his own product, how does he connect with customers and understand the challenges his employees face?
3. Lack of understanding of employee resistance, attrition, feelings and considerations. Many employees may feel “they can’t make me change”, and in some ways they are right. Employees may actively oppose change because “this is how we’ve always done it.” They are satisfied with their current working environment. People who make eight-track tapes don’t want to learn to make cassette tapes either.
4. The ultimate benefit is not perceived by the end user. If the advantages of the new system are not obvious, the comparison will be negative. “This isn’t much better than the old system. Why are we spending all our time and money on this?” Have you ever bought a new computer update and been disappointed? This leads to low morale, reduced productivity, and a genuine lack of adaptation efforts.
5. Lack of confidence in the new system or product. There are fears that the new system will get worse or not work properly. “It’s just as bad as the old system.” Employees worry they either have to make changes to get back to the old way, or that the new system will be a bridge to another new system.
6. Lack of understanding of the time required to make changes. I recently worked at a medical facility implementing a new computer system. Patients (including me) waited for over an hour as staff and an “implementation team” flew in to work to manage a new computer system mandated by the federal government. There was no sense of urgency or sincerity in the staff apologizing and explaining to the patient. They seem boring. “It’s a new system and we’re sorry for the delay” doesn’t lessen patient frustration. One woman asked why she wasn’t notified before her arrival if the office was running more than an hour behind schedule. (I think this is a fair point.)
If you’re changing the system for no immediate benefit to those inconvenienced, they’ll become hostile, not just to their own employees, but to customers as well.
7. There is no obvious sense of accomplishment. As people work towards completing new projects, they need measurable steps to ensure they meet the requirements. It also gave the team a chance to celebrate. A series of small victories helps keep employees focused and motivated.
8. Project fatigue. I know some organizations spend so much time educating people about new changes that they keep “wolfing” – and when it finally arrives, we’re tired of hearing about it.
Shortly before my retirement from the Navy, the Navy brass decided to change the uniform and require everyone to buy (shirt and shorts cost = $45) and wear them to our fitness training test. This is supposed to be an improvement over the old uniforms that no one wears. Navy shorts and a bright orange shirt are ugly. Users generally despise them, and worse, no one knows why the change was forced.
For change to work, organizations need continuous improvement, user feedback, available help with issues and dealing with them, and early and ongoing relevant training.
Make sure the changes you want to make in your organization are worthwhile and clearly communicated. Make sure leadership is fully supportive of the implementation and that the schedule includes ample training time. Make sure people understand the “why” behind the change, not just the “what”. (I just don’t believe the new uniform will make me run any faster.)
The real change is to improve performance, improve efficiency, provide a better product or service, and serve users better.
If you’re going to make changes, do it right.
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