Organizational Pathways: Strategies for Leading Change
By Daniel Robin
This is the third installation in a three-part series on dealing with workplace change. So far we’ve explored personal strategies (Part 1) and interpersonal strategies (Part 2) to help make transitions less stressful and more humane; this article dives into how organizations can use the change process to effectively manage and build a healthier, happier, more productive workplace.
By the way, the principles and techniques outlined here apply to organizations of any size, even if you are the organization, or if you’re at the affect of change (otherwise known as an employee).
Two Faces of Change
In Chinese, the symbol for change is made from two characters, one meaning “danger” the other, “opportunity.” The danger is clear — change can mean trouble. What’s the opportunity? Like dealing with conflict, change can be experienced as positive and constructive, or as painful, disorienting and draining. So, I hear you asking, what makes the difference?
In my work with organizations, I’ve noticed four principles that “make the difference” for affecting lasting change. These principles work together to prevent trouble and seize opportunity.
1. Acknowledge and Explain Why the Change is Taking Place.
Initially write down the purpose, intention, and “why now” for yourself, then prepare to explain the purpose in terms people can understand. Management’s reasons for making a change don’t necessarily map to what’s in it for them.
People need reasons — even lousy, honest reasons are better than not communicating. Left open-ended, we all tend to fill in the blanks from our own (unfortunately negative) experiences. Brain research has shown that an almond-shaped region of the brain known as the amygdala activates or “hijacks” our emotions in ways even we cannot explain. People might “hallucinate” that the organization has big plans that don’t include them, and will then automatically begin asking themself “Is this something I hate? That can hurt me? Something I fear?” If there’s no evidence to the contrary, the tripwire sends a crisis signal, and look out! Provide a clear, believable demonstration of why change is necessary, and people will listen to reason, not the voice in their head.
Negative experiences get our attention, serving both times of danger and, with hindsight, opportunity. When there is no positive payoff for the people affected (such as a layoff), acknowledge intentions, feelings, and likely reactions, and let it be. Do not take or accept false responsibility.
2. Under-promise, Over-deliver.
When initiating change, explain its purpose, and set expectations that can be systematically exceeded, then do the work and don’t say much else. It would be better to lay back on promises or claims and have everyone be pleasantly surprised later. It’s much easier to raise expectations based on evidence than to live with disappointment and cynicism from falling short. Let the program’s results speak volumes; the best type of internal P.R. is a celebration of what proved to work.
3. Create a Suitable Forum for Dialogue.
By encouraging questions, accepting feedback, and listening to other’s concerns, you and others can make necessary adjustments while reducing the FUD-factor (fear, uncertainty and doubt) of those affected. Sort out apparent conflicts or contradictions. To prevent one-sided complaining or insidious rah-rah cheerleading, facilitate contrasting pairs, pros and cons: (a) strengths and weaknesses, (b) what’s working and what isn’t, (c) their likes and dislikes, (d) advantages and drawbacks, or (e) opportunities and threats.
Rephrase confrontive feedback as a question. “Could it be that … the low morale is a temporary cost of this reorganization?” Don’t look for instant, easy answers. Sometimes there aren’t any. Get or make a commitment to carefully investigate anything that seems important to them and report back as quickly as you can.
4. Implement Changes One Step at a Time.
If the shift will take months or years to complete, introduce the changes gradually, systematically, in phases, and ask for feedback along the way. This goes back to principle #2: Don’t promise what cannot be delivered. Run a “pilot” or a series of experiments focused on learning, so adjustments can be made in the overall initiative. Avoid “ready, fire, aim!”
By making room for resistance and skepticism, deliberately preserving the value of the “old way” within the new, a systematic shift can inspire people and slingshot the organization. By acknowledging the negative while looking for positive intentions, change agents model how to pay attention to danger signals while building context and consensus, so others can find their unique path through the transition period.
