“Dave Conrad: Change is a choice”

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Dave Conrad: Change is a choice Posted: 23 Aug 2010 03:14 AM PDT Dave's Management Minute What happened to effectiveness, to creativity, to meaning? What happened to us? Trying to get structures to change becomes the challenge of our lives. We draw their futures and design them into clearly better forms. We push them, we prod them. We try fear, we try enticement. We collect tools, we study techniques. We use everything we know and end up nowhere. What happened? — From "A Simpler Way," Wheatley and Kellner-Rogers Dave's Note: People must be persuaded of the personal value and benefits of change, while being active participants in the change process and implementation. Contribution and participation breeds ownership and buy-in. Dear Dave: I cannot get people to support the changes we need. My employees know when things are wrong and need fixing; however, when we talk about solutions, everyone gets real nervous and ducks the issues. I guess the change itself is the toughest part. Trust me, I have read and heard so much about how to bring about change, but I still have problems. I know there are not magical solutions, but I must be missing something. What can I do? — B Dear B: There is a great deal you can do. We have witnessed organizations that have changed not only in terms of a new destination, but have increased their capacity to deal with change. These companies include Google, Microsoft, Apple, Starbucks, and FedEx. Leadership author John Kotter says the first step in change is to create a "sense of urgency," where everyone realizes that the change is not only important, it must be addressed quickly. I personally believe in the "shock factor," where staff are jolted to reality and recognize if something is not done (change), the company — and they — will suffer. I don't mean you should create debilitating paranoia, but everyone must believe change cannot be avoided. Successful change management is possible when management prepares the employees for change needs. This is termed change readiness. You have to encourage employees to accept change, but they will embrace it more if they feel "ready." Change readiness includes the following dimensions: • Communications and information exchange: Determine how well you are communicating purpose, details and goals of changes. Surface and minimize false perceptions, inaccurate gossip and outright resistance. • Employee Involvement: Participation is not a choice. If employees are involved, they will create a future that already has them in it. People support what they create. No, even more — people only support what they create. • Preparation for change: Raising confidence in the ability to use new processes or technology can be a valuable tool in promoting acceptance of change. For training to be successful, however, there must be an understanding of how training supports the change goals. • Attitudes toward change: Previously acquired negative attitudes toward change have significant impact on the likelihood of change acceptance. Erase these inhibiting attitudes by providing the "why" of the change and how the change makes sense. • Manage impressions: Are your change initiatives succeeding in the eyes of employees? Do they know what signs will tell them if they are succeeding at making the desired change? Employee support and actions will continue if they can identify the signs of success. Take advantage of change momentum and let employees know the wheels are turning. Also, celebrate successes. • Motivation: First, be honest and identify the possible risks that may be encountered so that if and when they occur, employees don't have the bejeebers scared out of them. Also, divide the change initiative into bite-size, doable and actionable pieces. Remember, the best way to eat an elephant is one bite at a time. In addition, there must be a zero tolerance for blame. In the search to understand possible failure, a lot of blame can get assigned. One health care executive I know in Rochester recently said, "We're under so much stress that often we try to find somebody we can shoot. People must assume responsibility for their work." I strongly believe that change failures are the result of deep misunderstandings of what's going on inside organizations. If we can clear up these misunderstandings, change can happen. Show employees the change makes sense, include them early and often and explain the personal value of the change. Contact Dave Conrad with questions or comments at dac05@charter.net. Conrad is a professor for the Augsburg College MBA program and directs the MBA program in Rochester. This entry passed through the Full-Text RSS service — if this is your content and you're reading it on someone else's site, please read our FAQ page at fivefilters.org/content-only/faq.php Five Filters featured article: "Peace Envoy" Blair Gets an Easy Ride in the Independent.

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