Introducing change within an organization – such as team or organizational restructuring, introducing new work processes, or even the introduction of a new reward scheme – invariably causes concern to those individuals likely to be affected. We have found that change initiatives proceed much more smoothly when managers make the time and effort early in the change process to help people understand the change from their perspective ("how will this affect me"), rather than trying to overcome resistance later. If people understand the change, and have a feeling of control over how they handle the change, resistance is likely to be minimized.
Our deep experience also indicates that people who are asked to cope with too much change at the same time will be unable to realize the benefits of the change or may experience personal issues like burnout or dysfunctional behaviors such as short temper or health problems. To minimize these negative effects, managers must be committed to seeing the change effort through to the end rather than getting distracted by other change programs. This means that change initiatives must be prioritized, and the need for change must be seen as compelling, and change levers must be planned and executed carefully in order to build the necessary momentum to make a change successful.
Our consultants understand the change process, and can advise you on how to ensure the success of your change initiative.