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HOW TO IMPLEMENT CHANGE
In reality, rather than amassing information people discard information and simplify choices. Also, we know that people resist making major decisions. In managing change, we think this means that regardless of how open we are in sharing information about the necessity of change, our good ideas may still be resisted. It also means that we may have to focus on achieving the level of change that is feasible rather than the level we all would like. For example, often it may not be feasible to move to the ultimate solution in one step. We may have to proceed in increments. We may have to introduce the change in stages. Rather than trying to introduce all of the capabilities of the technology, it may be better to introduce features one at a time or in logical blocks.
From a training standpoint, we think it is better to introduce first those features of the new method that are easiest to learn and most like the old methods and procedures. And we think it is important for those being trained to have early successes.
To summarize, what we know about human behavior would suggest several things.
First, in planning the introduction of any major change, you should try to assess the impact of the change from the viewpoint of those you are asking to change. You should plan your implementation of change with consideration for the structural, financial, and cultural impact of the change, both as it is in reality and as it is perceived by those who will be affected.
We recommend to our clients that they conduct a "Change Readiness Assessment" for any group targeted for major change. The purpose of such an assessment is to gather information about the concerns of the individuals in the target group, particularly in respect to how they perceive the proposed change affecting them. Based upon this information, we can then design the implementation in such a way as to minimize these concerns. For example, if unfounded fears exist, we can take steps to correct any misconceptions. If employees are concerned about structural, procedural or other changes that in reality must occur, we can involve them in planning for these changes and phase in these changes to give them time to adjust.
Second, recognize that communication and participation are two of the best methods for overcoming resistance. In planning the implementation of a major change, you should provide adequate time for employees in the targeted group to discuss their experiences with the change. We believe that the group should meet on a regular basis to discuss how the implementation is progressing and that the group should participate in deciding how to resolve any problems that have developed. The information you gain from these discussions will help you identify problems and issues of concern to employees early on. Also, by involving employees in resolving these issues, we feel that you are increasing their ownership of the change.
Third, in respect to group dynamics, we think it is important to obtain the support of formal and informal group leaders. During your assessment, try to identify these leaders and gauge their reaction to the technology. If the leadership is opposed to the technology and you have the option to do so, seek other target groups for your pilot where the group leadership is more receptive. If that is not possible, you should direct considerable effort toward winning the support of the group leaders.
Finally, try to be realistic about change. Be certain that the change is being undertaken for compelling and legitimate business reasons. If that is the case, we believe that any resistance you will encounter can be managed and minimized. However, if the change is being introduced simply because someone in authority wants it, but it is not really needed, it will be difficult and perhaps impossible for you to overcome resistance. In short, it is just very hard to sell people on what is, in fact, a dumb idea.
Assuming the right reason exists for bringing in the technology, we think the best approach is often to introduce the technology in phases. If nothing else, you can structure training so that people have early successes and have time to adjust.
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