Changing Times – ‘Manage the change’ in your organizations to get the best results.

The pandemic highly accelerated the volatility and uncertainty in the organizations. Many of us are caught unprepared, and those who did see it coming, at best, could only guess the impact of this unknown risk. The earliest we may get back to the pre-pandemic way of working is at least during the first quarter of 2021.

We are adapting to the changing modes of working. Some changes are here to stay. Managing changes in the organization is always a challenge, and it may be more complicated this time since the organizations are addressing multiple problems at the same time. Those who will be able to manage the change well will be able to reduce disruption, recover earlier, and will gain overall much greater benefit from the opportunity.

The change is situational; it includes new tasks, new site, new organization structure, new team, new role, new process, or a new way of working. The people side of change is critical. Many users or employees are unable to accept the shift and fail. Top management commitment to implement the change, check people's readiness, organizational, and cultural issues are some of the critical factors impacting this acceptance.

The transition is the psychological process people go through to come to terms with the new situation. The transition may begin with a grieving process, as individuals let go of familiar ways of working. They then move into a neutral, middle stage where they are uncertain or uneasy. The adoption of a new way of working is the end of the implementation of the change.

Any change when introduced brings in some disruption. A professionally managed change reduces the disruption, brings in the envisaged benefits earlier, and deliver more substantial overall benefits to the organization.

The first step is to understand the impact the changes bring into the organization. This understanding helps to manage stakeholders. Communication is the most crucial tool to implement the change. Addressing the skills upgrade, concerns of impacted stakeholders, and maintaining the speed of the shift at rates acceptable to stakeholders are critical.

Communicating for change

Here are a few salient features of communication, especially when addressing the change

Different stakeholders prefer to receive information differently on change. Understanding individual preferences can help to establish active contact with groups of people. Careful planning will ensure that the communication addresses all. For instance, the drivers want to know what is going to happen, and how soon it can be done. They are not interested in superfluous details. Amiable is interested in how the impact on people will be addressed. Expressive want to see innovative ideas and Analysts focus on more information and are not happy to be presented with data at the last minute. 

Different stakeholders respond differently to communication on change. For instance, Innovators are keen to try new things and will welcome change. Early adopters will support implementation enthusiastically and will have a few objective questions. The early majority, who are in the most significant number, need to see the evidence. Late majority are skeptical about any change and will have many questions. Confirmed traditionalists: will resist the transformation till the end.

Select the appropriate communication channels. Communication channels can range from emails to one to one meetings

Prepare and execute the organization change communication Plan: A communication plan with details of what is communicated by whom and when and what mode of communication is used is prepared. Suitably identified stakeholders are made aware of the change at the beginning itself. Such communication helps in avoiding confusion and negative perceptions as stakeholders are made aware of the reasons the changes are being implemented and how the organization and they will benefit from the changes.      

Next, obtain a commitment by motivating people to let go of the old ways and help them prepare to accept the latest methods of doing things. All impacted should understand their new positions, the training requirements for their job, the importance of training, and the training schedule, the desired behavior in a changed organization, is reinforced. Acceptance of the new system is encouraged. All users know the transition schedule, interim processes, and how to get support. Success is celebrated and shared. 

Lead the change

Organization leaders are responsible for leading the acceptance of 'the change' by the users. Changes are implemented through a team of change agents who work under the guidance of the leadership.  

Use Appropriate' Influencing Style.' like Assertive persuasion, an evidence-based approach that involves using the power of logic, facts, and opinion to persuade others. Share the vision by articulating what the future could be, appealing to the hopes, values, and aspirations of employees and focusing on being part of a larger group. Participation and winning the trust of the stakeholders' help. Reward and punishment are useful once the change is getting implemented.

Use 'referent' and 'expert powers' the first choice because expert and referent power work the best, whatever the circumstances may be. The use of coercive powers should be the last choice.

Reaction to change can be adverse, neutral, or positive. People show a range of different responses over the life cycle of the project. Some examples of a positive reaction are, "This was long due," "Maybe this is fixed this time," "Anything is better than status quo," "How soon can we can get this done," "What took this so long." Some examples of negative responses are, "It's too radical a change and can't be done," "We're not ready for that," "We don't want to disrupt the business," "We've always done it this way," "We're doing well, there's no need to change," "This is not important, "We do not have time for this," "I am not convinced that this is the right thing."

The leadership needs to evaluate the responses and actions. Some recommended actions in response to some of the behaviors displayed are mentioned below. 

·       Silence: Draw the silent individual into the discussion by asking for opinions. Assuming silence as acceptance is a mistake.

·       Intellectualizing: Focus on practical actions to be taken rather than justifying the case for change. 

·       Lack of ownership: Help them understand the position and actions others are taking.

·       Low Energy: Find an opportunity for them to demonstrate their commitments.

·       Resisting not coming onboard: Dig deeper and escalate, where required. The resistance needs to be addressed since this can hamper the change being implemented.

Manage resistances Resistance to change is a normal reaction and can have merits as resisters shed valuable insights about how proposed changes might be modified to increase the odds of success. If change is to happen, those affected need to know how the change will be implemented. The transformation leader needs to explain the actions to implement change.

For people to buy into making a change, they must be dissatisfied in some way with the current situation. The teams must have an idea of what the difference looks like. The change will be resisted unless there are resources that are visible to make it happen.

Reskill, acquire new skills and redeploy surplus resources. The future organization design is likely to require many new skills to run smooth operations post-transformation. Though industry and domain skills are available in the organization, the skills to manage new technologies and restructured processes will require to be augmented. Changes are also brought in the work culture and hence may need improvement in the soft skills of the stakeholders. The required skills must be available before the deployment of the change. It is equally important to address the apprehensions of the stakeholders on acquiring new skills or being redeployed or becoming redundant. If this apprehension is not discussed at an appropriate time, there is a likelihood of losing some critical skilled resources and others getting stressed by rumors.

Plan Transition A transition plan addressing required support to the business while the existing teams are being trained is also required to be developed. The new skills need to be available before the deployment to the new system is completed. However, the training on the latest methods will depend on the availability and readiness of the system. Invariably, new systems are ready only a short while before the planned deployment. Many times the new system also has some problems and will stabilize while the training is being imparted on the new system.

Make the required communications  Ensure adequate communication to the stakeholders is made to address any apprehensions or rumors about their being redeployed or becoming redundant. Lack of proper communication can result in losing critical skilled resources, who may act on the fear of losing their job and find another opportunity.

Use training as a reward as an opportunity for 'enhancing the skills' of the stakeholders. The new skills being introduced are generally contemporary and increase the market value of the resources being trained. Reskilling can be positioned as an opportunity to enhance skill levels in the organization and can be used as a reward for accepting change and should result in an increase in the morale of the employees whose skills are being upgraded. Performing at a new/higher skill level may also require repositioning of the employees at higher pay and role in the organization.

Change just got accelerated, and no options are given to leadership, but to change the way of working. Organizations that will resist the change may not survive for long. Many have seen opportunities in these changing times, and some have started working on the opportunities. Those who are able to manage the change will go through the least disruption will be able to come out of the interruption, faster and are expected to reap overall much higher benefits.

This topic is dealt at length in my book - Transform and Thrive: A step-by-step guide for the successful execution of organizational transformation projects and programs

https://www.amazon.com/Transform-Thrive-step-step-organizational/dp/1973187639

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