I'm indebted to Rosabeth Moss Kanter for her wise insights and guidance on change leadership, especially in her excellent article, 'Managing the Human Side of Change'. I will share some of her insights and suggestions below along with some of my own and how these could look as guiding principles. I would be very interested to hear from others too...what principles have you found that make the greatest positive difference when dealing with human dimensions of change?
1. Loss of control
'How people greet change has to do with whether they feel in control of it or not. Change is exciting when it is done by us, threatening when it is done to us. Giving people chances for involvement can help them feel more committed to the change.'
We will involve people were possible in discussing, designing and planning changes that affect them.
(In what ways can you get people involved in the changes you are planning?)
2. Staying close
Leaders can be tempted to avoid contact with people affected by change in case they face criticism or questions they can’t answer. Staying closer to people during change enables communication and builds trust.
We will create maximum opportunities for people to engage with leaders throughout the change.
(What opportunities can you create to engage with people throughout the change?)
3. Excess uncertainty
'If people don’t know where the next step is going to take them, change can seem dangerous. Information, coupled with the leaders’ actions to make change seem safer, can convert resistance to commitment.'
We will communicate decisions and plans clearly and accessibly to build confidence for the future.
(What do people impacted by the change need to know to minimise uncertainty?)
4. Surprise surprise!
'People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Give people advance notice, a warning, and a chance to adjust their thinking.'
We will share issues and decisions as early as possible to allow people time to adjust and respond.
(What do people need to hear now to help prepare them for the change?)
5. The difference effect
'Change requires people to become conscious of, and to question, familiar routines and habits. Maintaining some familiar sights and sounds, the things that make people feel comfortable and at home, is very important.'
We will emphasise what will stay the same alongside what will change.
(What good things can you safeguard to maintain a sense of continuity?)
6. Loss of face
'If accepting a change means admitting that the way things were done in the past was wrong, people are certain to resist. Commitment to change is ensured when past actions are put in perspective – as the apparently right thing to do then, but now times are different. This way, people do not lose face.'
We will affirm the past, including people’s contributions, and explain why change is needed now.
(What things can you do positively to affirm the past?)
7. Future competence
'Sometimes people resist change because of personal concerns about their future ability to be effective after the change: Can I do it, how will I do it, will I make it under the new conditions, do I have the skills to operate in a new way? We have to be sensitive enough to make sure that nobody feels stupid, that everyone can ask questions and that everybody has a chance to be a learner, to come to feel competent in new ways.'
We will affirm people’s willingness to learn new things and support them with their development.
(What could you do to enable people to meet future demands?)
8. Ripple effects
'Change sometimes disrupts other plans or projects, or even personal and family activities that have nothing to do with the job, and anticipation of those disruptions causes resistance to change. Effective change masters are sensitive to the ripples changes
cause. They introduce the change with flexibility so that, for example, people who have children can finish the school year before relocating or managers who want to finish a pet project can do so.'
We will work alongside those affected by change to find, where possible, win-win solutions.
(What is negotiable to make the change more workable for those affected?)
9. More work
'The effort it takes to manage things under routine circumstances needs to be multiplied when things are changing. While an employee is working harder, it certainly helps to know that your boss is acknowledging that extra effort and time.'
We will acknowledge the challenges of working through change and ensure people are rewarded.
(What can you do practically to affirm people working through the changes?)
10. Past resentments
'Anyone who has ever had a gripe against the organisation is likely to resist the organisation telling them they now have to do something new. Going forward can mean first going back – listening to past resentments and repairing past rifts.'
We will listen to people’s concerns from the past and take active steps to address them.
(What past hurts need to be dealt with in order to go forward positively?)
11. Dealing with loss
'Sometimes a change does create winners and losers. Sometimes people do lose status, clout or comfort because of the change. We all need a chance to let go of the past, to mourn it. Rituals or parting events to honour the past help us let go.'
We will honour those affected by change by marking endings and supporting through transition.
(What creative rituals could you do to celebrate the past and enable people to move on?)
12. Modelling values
The way leaders treat people during change reveals their true values. When leaders act honourably with love, care and respect, it builds trust, loyalty and hope for those who stay with the organisation.
We will model the organisation's values in how we lead the change.
(How will your values influence your decisions and behaviour?)
Nick Wright is a coach and consultant, specialising in reflective practice.