The Risks of Managing Change

Today’s organisations are under constant pressure to change.  Not managing change effectively can expose the organisation to significant risks including high staff turnover, cost overruns and failure to realise potential benefits.    A successful change agent must understand the risks associated with managing change and be proactive in the process to minimise risk exposure and maximise the potential benefits.

Why don’t people like change?

• Change decisions can be a shock and surprise people

• Change means there will a difference to the norm

• Change may create more work

• People may be uncertain about the impact of change

• Change may be seen as the old way was the ‘wrong’ way of doing things

• It can threaten a persons control position

• Change is seen as a real threat to status

• People may be concerned about their abilities to work in the new environment

• Change may expose past resentments against the organisation

• Change may have a ripple effect on other things that are important

Strategies to a change agent can use to overcome resistance

• Evaluate readiness for change and build critical mass and support for the change with key players
• Understand and predict people’s behaviour to change

• Allow people to participate in the change process

• Provide people with a clear direction and vision of the future for people to see how the change impacts them

• Share information about the change.  Plan and provide regular progress reports

• Breakdown large change into smaller and more manageable projects

• Give people advance warning of the change to reduce surprises

• Allow time for people to absorb the changes

• Encourage leaders to demonstrate their commitment to the change

• Communicate the people’s expectations during the change process

• Provide positive reinforcement for competence and behaviour

• Identify early success stories to serve as examples

• Reward supports and innovators of change

• Help people feel compensated for additional time and effort

What are some things that a change agent must do well?

• Must be sensitive to how people, management and environment will affect the change process

• Must clearly specify goals.  Goals must be measurable and achievable 

• Needs to be flexible to respond to changes outside the control of change agent

• Strong team building skills to define and delegate responsibilities

• Sound networking skills to maintain appropriate contacts within and outside the organisation

• Must feel comfortable in a changing, uncertain and ambiguous environment

• Effectively communicate goals, tasks, responsibilities and progress

• Strong interpersonal skills including being a good  listener

• Considerable personal enthusiasm

• Ability to motivate others and gain commitment

• Selling plans and ideas to others

• Negotiating with key players and stakeholders

• Strong political awareness

• Strong influencing skills

• Ability to take a high level & broad view of issues and priorities

How should individuals deal with change?

• Understand the change and seek more information if required

• Understand the impact of the change

• Identify opportunities, don’t just focus on negatives

• Seek support form peers

• Where possible, participate in the change

How should managers handle change?

• Accept that resistance is a natural response

• Reasons for resistance may provide additional information to the change process

• Accept staff emotions

• Listen to staff

• Provide support

• Communicate benefits of change

• Involve people in the change process

• Provide opportunities for staff development