Last month, I discussed the four stages of change-resistance, confusion, integration, and commitment-and some of the corporate behaviors associated with each stage. Think getting your employees to that ultimate fourth stage of commitment is a closely guarded secret? Actually, there's no secret; it basically boils down to a few simple tactics:
-
Give individuals a chance for involvement; this can help them feel more committed to the change in question.
-
Communicate what's happening at every step of a change process. Let them know what they can anticipate next. Information counts in building commitment to a change, especially when done with a step-by-step approach. Dividing a big change into a number of small steps can help make it less risky or threatening.
-
It's not only important to provide information to build commitment to change, but also arrange the timing of the information's release. Give people advance notice, a warning, and a chance to adjust their thinking.
-
Because people are creatures of habit or routines, try to minimize the number of "differences" introduced by the change. Not only do many people need or prefer familiar routines, they also like familiar surroundings. Maintaining some familiar sights and sounds, the things that make people feel comfortable and at home, are very important in getting commitment to change.
-
Help people save face by not making critical remarks towards the old way of doing things. Instead, commitment to change is ensured when past actions are put in perspective-as the right thing to do then, but now times are different. This way people don't lose face for changing; the opposite occurs. They look strong and flexible. They've been honored for what they accomplished under the old conditions, even if it's now time to change.
-
Make sure people feel competent by ensuring there's sufficient training and education available so they understand what's happening and know they can master it-that they can indeed do what's needed. Positive reinforcement works well with managing change.
-
Look for and reward pioneers, innovators, and early success to serve as model
-
Change does require above-and-beyond effort. It can't be done automatically without extra effort and time. Help people find or feel compensated for the extra time and energy change requires.
-
The cobwebs of the past sometimes can get in the way of making a commitment to change. Give people a chance by listening to and possibly correcting past resentments.
-
Change is never entirely negative; it's also a tremendous opportunity. But even in that opportunity, people can experience some small loss. It can be a loss of the past; a loss of routines, comforts, and traditions that were important; and maybe a loss of relationships that became very close over time. Things will not, in fact, be the same anymore. Allow expressions of nostalgia and grief for the past; then create excitement about the future.
A quote from John Schaar will leave you with additional food for thought about change: "The future is not a result of choices among alternative paths offered by the present, but a place that is created-created first in the mind and will, created next in activity. The future is not some place we are going to, but one we are creating. The paths are not to be found, but made, and the activity of making them, changes both the maker and the destination." IBI