A Blueprint for Change: Just when things seem working well, you have to do more with less, faster, cheaper and better.Change can be viewed as either an opportunity or a threat. Unfortunately, most organizations undergo significant change when faced with a crisis, rather than using change as a vehicle for continuous improvement and innovation. Leaders often ignore problems until some of
talented people are leaving, or when absenteeism or complaints and grievances increase.
When an organization doesn’t recognize some of crisis mode behaviors, there are usually obvious indicators of increased stress and a decline in morale, trust, enthusiasm, and participation. Initial attempts to correct situation may be a proliferation of task forces and committees, but these generally mask more serious problems. The organization probably needs an in depth assessment and a sound plan for implementing positive change.
When change is not well planned, an organization can end up in a maintenance or defensive cycle. Most employees view change as a threat and become defensive, reacting with a range of behaviors from yelling and blaming to avoidance and justification.
On other hand, when change is well planned and implemented, organization can function in a growth cycle. Individuals shift their attitude to embrace change as an opportunity for innovation and problem-solving. Their behaviors become constructive and productive when leaders articulate a clear and beneficial vision for change. It is important to acknowledge and process any resistance. Communicate benefits quickly. And, provide adequate resources to make change successful.
Leaders need to help employees overcome fears. The most common fears are fear of loss of identity, loss of control, loss of meaning, loss of belonging and loss of a future. These are pretty basic human needs and when any of these are threatened, people will resist and lapse into defensive behavioral patterns.
In Deming’s Fourteen Points for Quality, number eight says: “Drive out fear, so that everyone may work effectively for company.” Don’t give it lip service, but acknowledge importance of facing and discussing fears. When management can accept that fear and change usually go hand in hand, undiscussables can be discussed. Consider using outside facilitators who are very experienced in change management and team building to facilitate this part of process. Allowing staff to freely express their fears and anxieties in a safe environment is an important step.
After facilitating organizational change for city, state and federal government agencies as well as profit companies, our clients report that following blueprint for Change is essential in early stages of undergoing major change.
STEP ONE: ESTABLISHING THE NEED AND THE BENEFITS
Most organizations report that they undergo a thorough organizational assessment to determine what changes are potentially most beneficial. They assess customer satisfaction, internal morale and structure, productivity and efficiency levels. They carefully weigh their options, assessing advantages and downside. They look to other successful organizations for bench marking. Once they identify major changes, they carefully assess resources. Who will be various internal champions for various stages of change? What money is designated for needed training and implementation? What type of outside experts will be needed to guide process, train and guide implementation and evaluation stages? Is there adequate budget?
STEP TWO: LEADERSHIP READINESS
