Change is hard to swallow even
if you are the instigator of such change. I personally do not know anyone who
likes to change constantly. However, leaders recognize the need for periodic change
and understand that it is their responsibility to motivate those working for
them to embrace the change. Part of this process includes explaining the need
to do something different. Brown (2011) mentions that many managers have issues
implementing change because, although they may be well versed in the
organizational side of change, the human factor can be much more challenging.
Explaining the challenges the current systems or processes are causing and how
changes will positively affect workers is the first step in getting them on
board. If those working for you do not understand why a change is being made,
many of them are likely to rebel.
When I hear coworkers that are rebelling
against change, I have a different reaction depending on my own reaction to the
change. In many cases, I am one of the skeptics who needs
convincing at first although I try to remain positive. For example, recently,
an upgrade to our Blackboard service pack was announced. This upgrade will
happen after the start of October term. This upgrade means that there are
several changes to the system that need to be announced and explained to
faculty. Internally, there was conversation related to creating new knowledgebase
articles for the upgrade and it was decided that there should be a change to
the way the articles were created. One of my coworkers does not agree with the
proposed change, which includes linking a PDF to the KB article rather than
having the answer appear in line. He has been talking to my supervisor, trying
to convince him that the change is not needed and why. However, the way we are
creating the articles now requires many workarounds and is not very efficient
time wise for staff writing up the articles. Although it means a lot of work
for me and my team, I understand why it is happening and agree with the change,
making it easier for me. He does not, though, and has spent a lot of time and
energy fighting a losing battle. In this situation, I have done what I can to
share my thoughts with him about why the new proposal would be a good change
for our team. I have to work with people who agree and do not agree with the
change and, since it will happen no mater what, I would rather be working with
those who support the change to some degree. Therefore, I make an effort to explain
the positives to my colleagues.
When I am on the other side and
do not necessarily agree with what is coming, education becomes my goal. Again,
since the new policies or procedures will be implemented anyway, I try to
inform myself by asking questions about what I do not understand. Many times, a
little information and a better understanding of the issues sways my opinion on
the matter enough to remain positive. I have found myself coming up with
excuses about why we should not do something. In my personal life, we have
wanted to purchase a larger home but continue to come up with excuses about why
we shouldn’t put our house on the market, seek a new loan, or look at homes that
are for sale. The bottom line is that fear is one of the biggest obstacles to
change and one of the hardest to overcome because the unknown makes people want
to revert back to what they know. In an organizational environment, most of the
time change is not optional and we have to change fear into excitement about
the new possibilities the change can bring about.
According to Corelli (2009),
some of the most important things leaders can do to help ease the fears of
employees are: create a culture of communication, form a team to champion the
cause, institute change in stages if possible, and take the time to train
employees. Obviously, when there is already open communication in the
organization, employees are more trusting and the idea of change may be easier
for some. Another way to lessen the blow of change is to implement it in
stages. After all, we all have to crawl before we can walk. Finally, as I
mentioned above, being educated about change and being able to ask questions
about what is not understood makes change seem les overwhelming. While these
suggestions may not completely eliminate resistance to change they can’t hurt.
I do agree that change is
driven by groups of people. At the Worldwide conference this year, I shared a
video with some colleagues that I found while doing research for a previous
MSLD course. This is the same video you shared in your announcement a few weeks
ago, How to Start a Movement. Every idea starts with one person. Once that one
person brings forth the idea and is able to convince another to join him, a
tribe has formed. As Sivers (2010) points out in the video, once several people
have joined the movement, it makes it easier for people to make the decision to
join in and the same is true for change. When an individual sees the masses
agreeing with the changes, it is easier for him/her to see the change as less
threatening and have a better attitude about joining the rest.
As for takeaways, I see the
benefit of having clear and open communication with my employees and coworkers.
This starts well before change happens and is something that I strive to include
in my leadership style whenever I can. Being empathetic about people’s feeling
about change is helpful and I plan to continue that when I find myself in a
leadership role.
References:
Corelli, C. (2009, November
01). Ten ways to help employees adapt to change. Construction Equipment Distribution, Retrieved from http://www.cedmag.com/article-detail.cfm?id=10925388
Sivers, D. (Performer) (2010). How
to start a movement[Web]. Retrieved from
http://www.ted.com/talks/derek_sivers_how_to_start_a_movement.html
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