Ch-ch-ch-ch-changes (Turn and face the strange)...
David Bowie was on to something. Change is strange. Change is everywhere and pulls and pushes us in strange ways. Change is a powerful force in my business sphere, and I'm part of that change process as an instigator, manager, and recipient. I have witnessed many other business leaders resist and accept the power of change, often with devastating effects. Projects moved to the back burner, internal conflicts and personal agendas, lack of skills, and lack of capital. Mostly, human problems with a dash of financial flaws are the norm.
The Cost of Change
CFOs are demanding, "What is the cost of change?" "What is the cost of inaction?" Open the spreadsheet and look at the data. Yes, financial metrics are the initial driver of change. However, what ensures success, and what are the pitfalls of change management?
Deeper Investigation
Understanding change requires a deeper investigation of the problems. Much of our world today needs to change. Our industries push on as if waste is not a problem, and we use our oceans as a pantry and toilet. Short-term thinking enables us to keep eating and pass on the bill to future generations. Dumping our challenging problems into places we can't see creates more problems than they fix. Our society's avoidance and denial are rife, evolving into the crazy "alternative facts" scenario.
The Designer's Role
As a designer, I am a first responder to business problems. We are process-driven and start with a beginning and end with deliverable results. Having a growth mindset and a unique tool kit of questions has enabled us to work with various businesses and governments locally and internationally.
Inspiring Change
Designers don't have the authority to force change; I can't make clients and collaborators do what I believe is right. The only way I can encourage people to take action is to inspire them. The same applies to them. A CEO can't make employees change. The only way to effect real change is to show people a future more exciting than the past and inspire them to work together on the journey.
A good question is, "Do I tend to dive into action before I've created a field of inspiration for myself and others?" Failing to inspire will produce activity but not transformation. When turnaround times are short and stress is high, it is tempting to dive straight into the tasks of a project. This will cut off a vital energy source; without inspiration, no one is going anywhere worth going.
The Art of Inspiration
So, how do we inspire? The integrity of word and action is the heart of good inspiration. Ideas and rhetoric can create a short instant hit, but to go the distance, words and deeds need to stride forward together. As a parent, I have learned that what we do as parents, not what we say, teaches our children. Another trait of inspiration is generosity in all its forms; giving and trying to give hold real value, and people are drawn to generous people.
Soft Skills in Change Management
Most of this process of change management falls under the category of the so-called "soft skills" A good friend, Matt Dean, authored a book 'The Soft Stuff: Reclaiming Kindness for the World of Work'. Its content is the culmination of Matt's experience as a workplace lawyer in the UK for over 30 years. This book outlines the value of kindness and generosity as a marker for business success and better workplaces—a valuable read for all.
The do's of Change Management.
As usual, I would like to highlight some do's and don'ts you can put into practice to assist in your change management journey.
- Audit: Question time: understanding the problems and vision, where are we, and who are we? Where are we going?
- Leadership Support: Strong leadership is crucial in guiding change efforts. Leaders should actively sponsor initiatives and communicate their importance to all stakeholders - be inspirational.
- Stakeholder Engagement: Involve key stakeholders throughout the process to ensure their needs are addressed, fostering a sense of ownership over the changes - collaborate and inspire
- Training and Development: Provide comprehensive training programs tailored to different user groups affected by the changes. This ensures that all employees are equipped with the necessary skills to adapt successfully - support and be generous.
- Communication Strategy: Develop a robust communication strategy that includes regular updates, feedback mechanisms, and channels for addressing concerns. Transparency is critical in managing expectations during transitions - words and actions inspire.
The don'ts and roadblocks of Change Management.
- Decentralised Decision-Making: Large corporations often feature complex governance structures, leading to decentralised decision-making. This can slow down the process and dilute accountability.
- Entrenched Culture: Many companies have long-standing traditions and values that can create resistance to change. The presence of tenured departments, who may be more resistant to alterations in established practices, contributes to a culture that is often hesitant to embrace new initiatives.
- Varied Interests and Priorities: Different departments within a company may have conflicting interests and priorities, complicating the alignment of goals for change initiatives. This diversity can lead to challenges in creating a unified vision for change, as stakeholders may prioritise their departmental needs over company objectives.
- Communication Barriers: Effective communication is crucial during change processes, yet many companies struggle with it. Insufficient consultation with stakeholders before implementing changes can lead to feelings of disenfranchisement among staff, which negatively impacts morale and engagement. A lack of clear communication about the reasons for change and its expected outcomes can exacerbate resistance.
- Leadership Engagement: Often, senior leadership may not be sufficiently involved in driving change initiatives. When leaders adopt a distant approach, it can create a perception that change is an operational issue rather than a collective company goal. Active involvement from leadership is essential to foster commitment among all stakeholders.
- Risk of Talent Loss: Poorly managed change initiatives can lead to dissatisfaction and increased turnover among staff. The unique factors in corporate structures, such as tenure and specialised expertise, mean that losing key personnel can significantly affect project effectiveness and outcomes.
- Reputational Concerns: Companies are susceptible to their reputations; stakeholders may resist significant changes if they fear that failure could damage the company's Brand or standing in the public eye. This concern can stifle innovation and risk-taking necessary for effective change management.
Conclusion
A structured change management framework enables businesses to navigate projects effectively, ensuring that changes are both adopted and sustained over time. By focusing on the following key stages:
- Preparation
- Planning
- Implementation
- Reinforcement
- Evaluation
Businesses can enhance their capacity for successful change, especially in a predominantly digital landscape. This approach not only facilitates smoother transitions but also fosters a culture of adaptability and resilience. This format highlights the essential components and reinforces the importance of a structured approach to change management.
