The Leader's Role in Managing Change
Historically, businesses evolved very slowly, such that it was possible for most workers to do the same jobs, the same way for generations. In the current environment, change is rapid and constant - the term "change overload" has been coined to describe organizations where constant change overwhelms the employees.
The author lists five kinds of change, as examples (not a comprehensive taxonomy):
- Developmental: change that improves a business process
- Evolutionary: slow, incremental change that phase out outmoded processes over long periods of time
- Transitional: the introduction of a new or significantly different system
- Reactive: change that is forced on the business by external factors in a short period of time
- Transformational: A significant change to core business practices that will alter the entire organization
While change is initiated by top-level executives, the task falls to the first-level managers to make the changes happen. Change management means taking action in a planned and proactive way to orchestrate change throughout the organization - implementing changes and getting workers to commit to it.
The author lists a number of factors that can enable managers to better manage change:
- Adaptability - openness to new ideas and willing to try new things
- Strategic Focus - understanding of the "big picture" rather than being mired in the details
- Results Focus - A goal-oriented approach the is focused on the output rather than the process
- Collaboration - The ability to involve and work with others to develop a consensus
- Openness - An ability to communicate openly with others and to be approachable by subordinates
- Encourages Learning - Encourages the development of skills necessary to growth
Even in the best of cases, there will be some resistance to change, which tends to be amplified when expectations are disrupted, the change is unexpected and unexplained, new responsibilities are imposed without recompense, and feedback from stakeholders is unsolicited and/or ignored.
Some of the most successful strategies for mitigating resistance are:
- Enlist the participation of stakeholders early in the change process, and consider their input
- Encourage individuals to voice their concerns rather than suffer in silence
- Communicate as much detail as possible about the nature of the change and the rationale for it, as early in advance as it is available
- Invest time to build commitment, when possible, and make large changes in an incremental fashion
- Understand that individuals may be affected both intellectually and emotionally by change
The author provides a six-step process to create a change management plan:
- Clarify the goals and purpose of the change to provide clear direction and help employees understand the nature and rationale for the change
- Clarify what will not change to avoid assumptions and squelch rumors
- Build support and ownership by involving employees closely in appropriate aspects of the change
- Develop a clear and implemental roadmap to achieve the change
- Implement the plan in a timely manner
- Observe the impact of each incremental change and be prepared to adjust the plan as needed