change management - adapting to the environment

The only certainty in business today is that things will be different tomorrow - rapid change has become the norm as organisations wrestle with the challenges created by the commercial and political pressures of the global economy. The top three reasons organisations are redesigning processes are the need to reduce costs, competitive pressures and poor customer satisfaction.

But the need for organisational change often leads to a high degree of staff consensus opposed to any proposal designed to alter the status quo.

The reason is that people are not very good at change; we instinctively resist it with an innate desire to hang on to the safe and familiar. Finding the motivation and creativity to develop and implement innovative strategies to facilitate change becomes much more difficult. Perversely it becomes increasingly more easy to find reasons why restructuring will not work or why a change in working practices will lead to dire consequences.

A recent study cited the three main obstacles to change as being:

Some Change Management experts favour a tough, uncompromising attitude to implementing organisational changes. There is no doubt that this approach is necessary in some organisations but it often leads to deep resentment among staff which can take years to resolve.

A more effective approach is to recognise the human dislike of change and the unfamiliar and help staff, in the words of one change management guru, to:

"Ride the horse in the direction it is going. The organisation is going to change - it must if it is to survive and prosper. Rather than banging your head against the wall of hard reality and bruising your spirit, invest your energy in making quick adjustments. Turn when the organisation turns. Practise instant alignment. Your own decisions may do more to determine your stress level than anything the organisation decides to do"
- Werner Erhard

In other words, help them to accept, even embrace the concept that change is inevitable and essential. That it is not a threat but an opportunity to improve the organisation and enhance employee security, job satisfaction and morale.

Helping employees to fully understand the business reasons for change is the first step in managing a successful project. Managers need to be open and consistent in their communications as well as being aware of the behavioural dynamics created by change.

This can best be achieved by pre-implementation training for managers on effective communication and change management and, for employees, self-management and the personal dynamics of change. Ongoing soft-skills training for both groups is vital to the success of the project and to the continuing success of the organisation.

Once the desired changes are implemented, good performance management is an essential element in developing and sustaining progress toward the desired goal.

People often think of annual appraisals being the main tool in managing performance. But, while appraisals are important, they are just a small part of the whole process of performance management and continuous improvement.

In order to guarantee success good quality, focused training is fundamental.

Training and development for employees, so often viewed as a cost to the business, must be seen for what it really is - an essential investment which ensures corporate objectives are achieved and that employees not only improve their skills, but also gain more job satisfaction, become more productive, more flexible and self-motivated.