I. Change is inevitable
We all realize that change is inevitable, but the real difficulty is in explaining the reasons. The natural reaction to the prospect of change is to resist, because the thought of change will take most people out of their comfort zone. They will want to know why and most importantly how it will affect them personally.
II Change is not the problem
Change is not the problem, but the resistance to change is. It has been shown that employee attitude and opinion has a huge effect on productivity. The need to understand that when things change people become concerned that they will have some of their “expertness” or special position taken away from them is vital. They will have to learn a new way, and that means possibly reverting to the status of a beginner. It needs to be explained that their experience is valued, and that the changes are based upon using that experience in a positive way.
III. Seeking assistance within the organization
The common reasons for change within an organization are to become more efficient, do more with less, or improve the profitability of the organization. It can be explained that we need to work “smarter” not harder, but the usual interpretation is that individuals will be affected, and as many of these individuals as possible need to see that the change will benefit them. You have to prove if possible, logically, with hard evidence of a well thought out plan, that the new way will be better than the old. It must be explained that the more people who can focus on making change work, the greater the chance of the change working will be. In the process those who provide assistance and support will have a greater value to the organization, they will be helping to spread change, and they will be helping to create their own future. Choose people who already have an influence with their work mates, and have good communication skills.
IV. Managing resistance
There are many reasons that people resist change. Being prepared for the resistance, and making sure that your solutions and answers fit the culture and values within the organization are the keys to making the change successful. The new way has to make sense, and everyone must understand it, and a real need for the change has to be shown. Those responsible for implementing the change have to be trusted members of the management team, and the process has to be handled competently. People have to believe that the change will succeed and that the alternative of the status quo is not acceptable in the long term. The change must be shown as significant and not a case of papering over flaws in the existing system.
About the Author:Following a career as a Naval Engineer Officer and many successful years in Senior Management positions, and in Small Business mentoring, Bob has chosen to use the benefit of that experience to help business Owners and Managers create successful businesses. His website http://www.strategic-business-plan-4u.com contains a lot of free advisory information, and his eBook on Strategic Planning is a simple, easy to follow approach to set the pathway for a successful business.
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