Following the Formula for Effecting Organizational Change

 

It's important to take the correct steps when changing the organization, otherwise your misstep can land you in the "bear trap" - trapped by the bearish resistors.  In my previous post, I described a formula that specified the important tactics to overcoming resistance to organizational change.

Here are some ideas based on those important tactics. Adopt these ideas, change them, or use them to inspire your own ideas.

Tactic 1: Build Dissatisfaction . . . Sounds counterintuitive, but it isn't. This is about making public problems that the organization is having to make sure everyone has that list clearly in mind.

• Blame these problems on obsolete processes and culture, not on beloved employees.
• Remind people that they have been complaining about these problems and you listed. (Try not to obsess over this irony:  Even though they complained constantly, once you started to make changes suddenly everyone had a reason to resist.)
• Explain why the current situation makes your organization ill-prepared for the fast-approaching future. If you have examples, describe how other organizations in the same situation have failed.

Tactic 2: Sell the Vision . . . Communicate the desirability of the end state.

• Describe benefits relevant to workers, stakeholders, and any affected parties.
• Explain how the problems will be solved and frustrations will be laid to rest.
• Explain how the end state prepares your organization for a successful future.

Tactic 3:  Design Effective First Steps . . . Use small improvements first to make starting easier and to build confidence to the more difficult tasks to complete the change.

• Initiate several small projects to take advantage of low hanging fruit rather than launch a major organization-wide years-long megaproject.
• Start projects first supporting the culture change measured on completing training or upgrading skills.
• Start new communication vehicles such as newsletters or rebrand newsletters to improve communications, as part of a general improved communications associated with the big changes coming up.

In recent decades we have learned a lot about successful organizational changes, but it hasn't necessarily filtered down to all organizational leaders so your experience may include some pain. These tactics should make your success a little easier.