(https://workdesign.com/)
EXPLORING IDEAS THAT SHAPE THE PLACES WE WORK.
BY BRADY MICK /
/ JANUARY 27, 2017
THINKING OUTSIDE THE
CHANGE MANAGEMENT BOX
Brady Mick on how to make successful workplace transitions.
Changing behaviors is dif cult! Image courtesy of the author.
or the past few decades, change management has been the accepted best business process
to transition individuals, teams, and organizations to new ways of working.
Preparation and support through change are essential for people if you want to drive
organizational success and outcomes. Yet, when it comes to the complex needs of
people in dynamic work environments, the notion of change “management” is
stagnant and unresponsive. According to the Harvard Business Review, despite a huge
investment(https://hbr.org/2013/04/change-management-needs-to-cha) in change management tools
F
and training, most studies show a 60-70 percent failure rate, a statistic that has remained
constant since the 1970s.
Though ideal for many business operations, change management fails to take into account
the complexity of human behaviors. Emotions and belief systems form the foundation for
how people react to change. For many, change represents uncertainty, loss of control, and
possible failure. The change may be creating behavioral expectations that are in direct
con ict with deeply rooted cultural norms. For companies, understanding this concept is
important. Unresolved feelings such as these lead to stress, which lowers morale and can
result in reduced workplace performance.
For today’s businesses, moving forward requires adopting a successful transitioning process
that not only bene ts the company, but also engages employees and addresses their
concerns. Forward thinking companies that broaden their horizons by combining change
initiatives with creativity in workplace design are increasing employee engagement and
generating greater results.
Understanding the role of change management
Change management is “the process, tools, and techniques to manage the people side of
change to achieve a required business outcome,” according to change management rm,
Prosci(https://www.prosci.com/). Based upon traditional ideals of ef cient management — on
time delivery, reported progress, and expected results — this method focuses on resolving an
issue by focusing on the facts of the situation. Straightforward change management is
bene cial when companies seek to improve operations, such as rerouting deliveries or
reorganizing assembly lines for greater ef ciency. But because this method focuses solely on
showing and telling about the change, it falls short when it comes to human beings.
If you want to improve your approach to change management, begin with understanding and
engagement. Image courtesy of the author.
According to leadership consultant, David Rock, in his book, Quiet Leadership: Six Steps to
Transforming Leadership at Work(https://www.amazon.com/Quiet-Leadership-Steps-TransformingPerformance/dp/0060835915), the lack of success is due to the way people are hardwired:
“Ordering people to change and then telling them how to do it res the prefrontal cortex’s
hair trigger connection to the amygdala. The more you try to convince people that you’re
right and they’re wrong, the more they push back. The brain will try to defend itself from
threats.”
However, this is just one of the reasons why change management is not always the best
solution for transitioning people.
Here are a few others:
It underestimates the complexity of people. Individuals rely on emotions and belief
systems to form new expectations and behaviors.
It overlooks individual concerns that can lead to workplace stress, disengagement,
and reduced performance. According to the American Institute of Stress, workplace
stress costs organizations over $300 billion annually in lost productivity as the result
of turnover, absenteeism, and healthcare expenditures.
It fails to address increasing work complexity. Today, there is more ambiguity about
the “what” and “how” of obtaining desired results.
It leads to analysis paralysis. People search for more data and/or more reasons to
assess what has gone wrong; in the end, nothing gets done.
A better approach
According to management consultant, Peter Drucker, “If you want something new, you have
to stop doing something old.” Although letting go of preconceived notions and adopting new
practices is challenging, “managing” people through change is not the answer.
Today, a successful transition requires a deeper understanding of the situation that goes
beyond just reason and factual information. Reinforcing the fact that change is directly
connected to belief systems begins by establishing a relationship with the people going
through change. By engaging rather than managing, companies encourage everyone involved
to embrace the change, allowing them to create their own best new processes and behaviors.
In turn, this provides the group a better opportunity to express their truths and beliefs, reset
expectations, and rede ne a new “good”.
Remember, successful transitions are never linear. Image courtesy of the author.
When it comes to workplace design, engagement is equally important. Honest and open
communication with the client allows the architect or designer to imagine possibilities.
Understanding the customer’s needs leads to stronger designs that address gaps between
behaviors and expectations today and those identi ed as needed for tomorrow.
Overall, every successful transition begins with recognizing the need for change,
understanding the impact, and following a series of steps to reach the goal.
Here are four program stages that lead to engaged and productive project change:
1.
Assess readiness. Conduct a readiness assessment or gap analysis. Set aside time to
listen to the stories of the people directly involved with the proposed change and
take their suggestions into consideration.
2.
Ensure change alignment. Explain upfront that although not everyone may receive
everything they seek, everyone adds value and is an essential part of the process.
3.
Communicate clearly and consistently. “Straight up” communications, transparent
information, and periodic updates ease people into the new reality and also build a
sense of community. Further actions, such as providing tours of the site, allow
everyone involved to witness the progress rsthand.
4.
Measure results. Upon completion, reassess the process. Ask pertinent questions,
such as “How close did we come to achieving to our desired results,” “Are the
workers happy, productive and adjusting to the new space,” and “What, if anything, is
missing?” Fine tune future processes based on the results.
Move forward with confidence
In business, change is inevitable. Yet, with increased work complexity and the need to
address more people-centered issues, solving business problems is more challenging than
ever before. Engaging the team in a comprehensive change engagement process can
accelerate the new expectations of the workplace and behaviors for the work. However,
enforcing change is rarely the answer.
Successful transitions in evolving business environments demand more than just moving a
group from point A to point B. Understanding this journey rarely follows a linear path and
requires thinking outside the traditional change management box. Companies that recognize
the need to engage comprehensively with everyone involved accomplish this goal by
listening, supporting, and informing their people in real time. In moving forward as a team,
they are building workforces that are more capable of handling change in the future.