People don't like change, what can we do about that?

When we implement major technology transformations in our businesses, we promote the changes as a great improvement for the organization. Business improvement intuitively sounds good so why don’t the employees immediately get excited about the changes? Our first natural reaction to change is fear, uncertainty, and dread. People don’t like change. Maintaining status quo is much easier, keeping us in our comfort zone. Applying Organizational Change Management methodology, we help people work through change thus ensuring successful transformation.

First let’s talk about why people are resistant to change and then we’ll talk about what organizational change management along with change leaders can do to mitigate resistance and help people work through change.

·??????Our brains are wired from way back in caveman times for fight of flight whenever there is something new in our life. In caveman times, this new thing might be an animal that wants to eat me, so flight is a good idea!. Neuroscience tells us that we react before we think. Our first reaction is to say no to change. And now we have the perception that we don’t want to change, change is bad. And our perception is our reality. There are uncertainties around change. We really don’t know how things are going to go after the changes are put in place. Uncertainty is scary!

·??????Preparing for change requires a lot of work. We must learn new processes, systems, and new ways of doing things - on top of our day job. This causes anxiety – what if I can’t do my job as well after the process changes? What if the new system is difficult to use? What if I must do more work after this change? Today I am an expert at the technology we use but after go live, I won’t be the expert, just a beginner like everyone else. This feels like an attack on my status as expert.

·??????The organization usually tells us why the change is good for the business, or sometimes not. But what does it do for me? We don’t always get that message and let’s face it, “what’s in it for me” matters. We must take time out of our very busy schedules to get ready for the change, so it helps to have strong motivation. Sometimes leaders lose sight of the fact that business improvement is not the greatest motivator for the people that must make the changes.

·??????Worrying about whether the people of the organization have concerns about the major changes in progress often isn’t at the top of the Executive to-do list. Leaders are usually good at delegating and often feel that leading change can be handed down to someone else. However, Leaders, as sponsors are key to successful change. They need to communicate early and often why the business needs to make this change. And they need to make sure all leaders in the organization are bought into the changes and communicating frequently on why this change is going to be great!

·??????Do we have a history of failed change? If so, there is little to no trust that this project is going to succeed or even be completed. No one likes working hard toward something that is likely to be abandoned or just won’t work.

Most Change Management theories say that the leaders of the organization must convince people that the change is great, will be successful, will provide great improvements and improves the lives of the members of the organization. Here are some ways to help motivate the organization to embrace the changes your organization needs:

·??????Cleary communicate the need for change early and often. Ensure that the people understand why we are doing this.

·??????Talk with employees to understand their anxieties, concerns and issues around the change and determine actions required to address the issues. When we are going through change we are thinking about SCARF – Status, Certainty, Autonomy, Relatedness and Fairness. This is a Neuroscience based model related to what we naturally care about related to change. It can impact our view of our own status if we are concerned about our standing as an expert in the current technology and processes. Uncertainty is a given when things are changing so remind people about what isn’t changing. Will I still work with the same people that I relate to very well today? Is this change fair to me? Will I still have the same level of autonomy that I have today? Whatever you do, don’t assume that others share your perception. Seek to understand their viewpoint.

·??????Work toward the answer of “what’s in it for me”. The answer is not about the company it is about how the individuals can see personal benefit from the change. This, of course, relates to the previous point. Think about SCARF when building What’s in it for me communications.

·??????Monitor progress in preparation for the change. People need to be as proficient as possible when the change is implemented. This means paying careful attention to training needs to get people to competency. But before you train them, check on their internal desire for the changes. Training someone who does not want the change is ineffective.

·??????Try promoting the change like a marketing campaign (with the organization as the audience). This can work wonders. I worked with a large organization that conducted a very successful transformational change across divisions around the globe. What was amazing about this change effort was that the leadership (from C level down to managers) united to motivate everyone in the organization. From the start of the initiative to the final phase, they ran a change campaign “selling” the change to the people. Significant organizational change across the enterprise is usually the most risky and problematic, yet this organization understood how to ensure success by:

·??????Tying strategic goals to the initiative

·??????Clearly communicating the benefit to the business, inspiring people to embrace the change so the organizations stays ahead of the competition

·??????Tasking leaders and managers to determine personal impact and benefit to their direct reports and communicate this to the employees

·??????Clearly, constantly, and consistently communicating progress and successes along the way

·??????Conducting face-to-face meetings with employees to understand and address issues and concerns and to celebrate the changes

Change is a constant but still resistance to change is natural. With structured Organizational Change Management, we motivate stakeholders to work through the changes to embrace change, thus transforming our business.

“The measure of intelligence is the ability to change”?-Albert Einstein

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