How to implement change successfully
8th February 2008
The only constant in organizations today is that things are going to change and that change will be painful and difficult for some.
Our experience has found that many managers or business drivers find this difficult to comprehend - generally because they are open and aware of the need to change.
The key to anyone involved in making a change within their organisation is to manage the change process.
The following techniques will assist you in overcoming resistance to change and ensuring that commitment is present for the change at all levels in the organization.
Change triggers
Significant organization change occurs when:-
- a new organization/departmental structure is introduced
- people are replaced, promoted or moved to other roles or new people come in
- new technology is introduced
- tasks must be undertaken in a different way or new tasks arise
Overcoming resistance to change
When faced with change, paradoxically regardless of whether the change is perceived to be for better or worse, individuals typically go through a process which comprises four main elements:-
- Denial : “it won’t happen”, “They’ve tried this before”
- Resistance: “I’m going to carry on doing things the way I always have”
- Exploration: “It’s worked over there – I might try one or two of the ideas”
- Commitment: “We should have done this ages ago, I’ve always said that”
The key is to help move the organization through the denial and resistance elements as quickly as possible. This can be done by ensuring the following:
- visible senior sponsorship for the change
- the history of how changes have been introduced and received within the organization is sought and acted upon
- commitment to change is sought at all levels
- positive change is rewarded
Gaining support at all levels
It is proven that people are more receptive to change when:
- They have provided input
- Their feelings and needs have been considered
- Time is taken to address questions and concerns
- They have some measure of control
- Their help is sought
This means comprehensive communication of the details of the change, preferably through the management structure to re-enforce to staff that there is sustained support for the change throughout the organization.
This communication needs to be two way – concerns and issues regarding the change need to be listened to and acted upon even if this means telling staff that a particular fact is not available.
As well as communicating details for the change, actively seeking out the advice of those affected will begin the process whereby staff feel they are contributing to the outcome of the changes which in turn will make them more likely to commit to it.
Supporting Change
One of the key fears people have about new ways of doing things, is that they will not be able to adapt their skills and behaviours to achieve the change. It is important that managers let staff know that support, patience, training and development will be available throughout the change process and to provide it.
Rewarding Positive Change
It is important that all other organizational systems and processes reflect the direction of the change and contribute to rewarding people who embrace changes. E.g. if there is a change towards greater teamwork within a company then the appraisal and reward system should reflect this.
For more information on managing and preparing for change, contact Sarah on 01727 847080 or email sarah.hodges@platinum-ts.co.uk.
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Their project management skills linked with their balanced communication style made the objectives of efficiency, utilisation and the basis for a competency framework more achieve able to work towards. 
Susan Ross
