The critical element of leading organizational change: Human connection.
Jim Bohn, Ph.D
Author: "People Development: The best part of leading a team." "If your watercooler could talk" Founding Researcher: Organizational Engagement Scale. Author. Speaker.
I recently led a roundtable discussion with executives from companies that provide services ranging from pharmacy to high tech, and from security to transportation. The topic was change management, a hot button for all involved. Changes ranged from introduction of new IT systems to policy changes, and from mergers and acquisitions to wholesale transformation and global standardization of services. The energy in the conversation built around one major theme: the psychological elements of change are essential for change adoption.?
Hidden agendas, deceptive communications, and cryptic messaging are ineffective in developing the relationships necessary for change adoption.
"Where's the empathy in an e-mail?"
Members of the roundtable lamented the lack of effectiveness in much change communication. While e-mail is effective for mass communication, it does not build the trust necessary for change adoption. E-mail communication alone is a distant and cold method for helping people adjust to change. Simply put, people want to know that the person initiating the change isn't simply pushing the “send” button, but actually cares about the impact on their lives.?
Up close and personal is the way to build trust?and reduce fear.? Everyone at the table said they felt the best way to communicate change was through face-to-face communication. They talked about non-verbal nuances and the ability to access a person's concerns through facial expressions and even seating arrangements. In other words, it's good to talk. While the notion of face-to-face seems impossible with massive changes, the attendees acknowledged there is always a way to get to the front lines to explain the change. Fear dissipates when people can see each other and recognize the truth in executive statements.
Honesty and trust remain key elements in the adoption of change.? The wariness that comes with the introduction of new things can be overcome by honest acknowledgement of people's concerns, and by truthful descriptions of the “why, what, and how?” of the change. Hidden agendas, deceptive communications, and cryptic messaging are ineffective in developing the relationships necessary for change adoption.
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The stronger the personal relationships, the easier the adoption.? "How are the kids?" was one of the questions a roundtable participant used as an example of building relationships. What he was demonstrating was simply this: when people know you're interested in their lives, at least at some emotional level, they're far more inclined to believe you have their best interest at heart during a change.
No one believes “corporate,” but they will believe their peers. Many participants talked of the need to engage peers in the discussion and implementation of the change. Peers are in the trenches, struggling with the same issues every day, so they understand the problems of others facing the change. This was especially critical during changes that affected multiple cultures—people need to be heard and understood in their own language, idioms, culture and phraseology. In my opinion as a change leader, this point is the most critical of all.
The heart of the matter? The emotional part of change is not going away.? People will not easily adjust to imposed change without a sense that those leading the change are willing to develop the trust, display honesty, and demonstrate concern for those affected by change.? Those managers and leaders who take these things to heart will be successful in the initiatives they undertake, because people will believe they have their best interests in mind.?
I look forward to your thoughtful responses and insights!
Dr. Jim
Human Resource Director at Kobussen Buses Ltd.
4 个月Thank you, Jim, for sharing your insights from your roundtable discussion on change management. Our organization recently went through an acquisition. I can personally attest to the importance of all of the key points you addressed in your post. Another great resource to help organizational leaders facilitate an organizational change process is Kotter's 8-Step Change Model. The steps may seem time-consuming and daunting, but from my experience, you need to address each of these areas in order to experience the successful implementation of a change initiative. In this labor market, we need to continue to make employees feel safe, secure, and valued in order to retain them. Implementing change without addressing the psychological elements is asking for lowered morale, decreased productivity, and increased turnover.
Independent Thinker, Business Professor, Organizational Psychologist, OCM Expert
4 个月Money buys a lot of things, just not trust. Trust is earned through both dialog and action, it may also be lost through them. Time is the catalyst that can prevent the latter... if one is patient.
Strategic Organizational Development, Leadership Development, and Workplace Performance Improvement & Learning
4 个月Too many leaders want to mandate change and then turn their attention to other matters. If the change is important, they need to invest their time and attention before and during the change and particularly in follow-up and follow-through.