The Core Files: What I've Learned About Organizational Change

Organizational change can often appear elusive — yet it is not unattainable. While we must always pay close attention to objective metrics of change success, I've noticed that how change actually takes hold may not be easily measured. This can create unseen, unpredictable waves of change. Change can be felt in unexpected ways; misaligned contributors moving on, clients expressing outright relief and stunning successes which were once thought unattainable.

As a psychologist, I wait with bated breath for these moments.

I've also seen change efforts stall & sputter, rife with the sting of discoveries that appear impossible to address. I've seen the faces of executives marked with distress & concern. I've listened to contributors share deep doubts about the future of their path, and that of their team. But, I've also seen the participants rally with new found energy once they have the tools to process obstacles. I've seen teams grow the with confidence that what comes next, might in fact, be better. That the burden they have carried, will dissipate.

Seeking change is indeed a journey. It is layered. It is guaranteed to be challenging. But, it is worth the trouble.

I've been taught a few lessons through the years where change is concerned. Below I'll share 3 of them. (I'll try to share another set in the next Core File installment.)

Authors note: If you work in organizational change or development — take part in research examining what we might need to help more of our change projects become a success. Another note: I'll be part of new training intensive to accomplish this. Find the survey link here: https://lnkd.in/dPnR_UR.

Lesson #1: Your employees often hold the answers. There is no greater expert than those living & breathing your organization's culture each and everyday. They know what it takes to get the work done & what actually stands in the way. (For better or worse they understand what it takes to get the work done pre-change.) If you seek change, start listening. Allow them to contribute & guide the process. Those closest to the work understand the shifts, needs & obstacles that are currently present. They shouldn't be sidelined. (We'll discuss the looming trust issue, next time around.)

My first discussion with a client is usually this: The knowledge already lives here — we simply have to find the keys.

Lesson #2: People process change differently. If you read my work — you knew this lesson was coming. Our unique predisposition toward change, collectively affects the outcomes of a change initiative. In this regard, it is wise to understand how your team may respond and help them to adjust. Never expect all people to naturally embrace change, or in the same manner. Encourage team members to understand their change predisposition before the initiative unfolds. Managers & team leaders should broach the conversation early on and address concerns.

Lesson #3: Process matters. The enemy of change can often be a lurking process, that starts a nasty fight with the desired change. When you build the desired future state of any change initiatives, take a deep look at the structure of how the work is currently carried out. As an exercise, identify 3-5 workflow elements that could pose a problem. Go to those closest to these processes, to evaluate probable trouble. Help them help you. Ultimately, change agents do not have eye in the back of their heads. However, you can sharpen your lens.

Here is the survey link again for good measure: https://lnkd.in/dPnR_UR.

See you next time.

Dr. Marla Gottschalk is an Industrial/Organizational Psychologist and a charter member of the LinkedIn Influencer Program. Her coaching practice — helps people & organizations build a stronger work life foundation. Her thoughts on work & organizations have appeared in the Harvard Business Review, Forbes, BBC Work Life, Quartz and The Huffington Post.