Organisational Change

Since change is a constant in our world and our organisations, it is imperative that we get better at it. Being able to lead your employees with authenticity and sensitivity through change is essential.

WHAT GOES WRONG WITH ORGANISATIONAL CHANGE?

Too often in organisational change processes, we focus on what is changing and when it is changing. And we forget the who, the people involved in the change process. We often expect the people to fit in with our plans. When organisational change is poorly managed, information is withheld, decisions seem rushed or ill-considered, and employees can feel insecure, disconnected, undervalued, or disregarded. If they’re engaged in quasi-consultation (for example, asked for input when a decision is already made), they can feel deceived and frustrated. Wherever people feel that they are not being respected and are unable to give relevant input, change can be ineffective or completely fail.

Managing and leading positively through organisational change is not simply about leaders communicating the who, what and when. Positive leadership requires the acceptance and understanding of the emotional needs of individuals and groups during such times—and taking them through the change process with you.

The Importance of Values

Not everyone will be in complete agreement with the decisions made in a change process. If the organisation’s values are kept central to decision-making processes, changes will be aligned with values from the outset and will be easier to explain and justify. Successful leaders will be able to communicate that values alignment clearly and effectively to their employees, helping them understand, accept and adjust to organisational change.

It is inevitable that some people will respond to change with apprehension or distress. Others may be ambivalent, and yet others may embrace it with excitement. Having responses that are different from our peers can engender a sense of disconnection or isolation. This, in turn, may make it harder for people to work collaboratively and progress the change initiatives. A key for managing organisational change is to create a space in which all reactions are heard and validated.

There isn’t a right or wrong reaction and people should be encouraged to acknowledge their reactions and seek whatever supports they might need to work through it. It can be damaging to shame people who don’t adapt to change as quickly as others.

The Goal

The goal should be the creation of a positive, connected, values-based culture that supports employees through change. If an employee chooses not to be a part of the change, the decision is theirs and they must be allowed to opt out with dignity and recognition for their past contributions.

This is an excerpt from The Ecosystem of Work by Tasha Broomhall. For a more comprehensive overview, you can purchase it here.