When faced with change, we all react differently. It’s personal. The bottom line is about trust. There are really only two questions that need to be answered—how will employees directly benefit from the change and do they trust the leaders? Answer these two questions and you’ll know exactly how hard the change process will be.
Many organizations are filled with analysts who approach change with logic and reason. Funny thing is that our minds don’t exactly work that way when faced with change. CIO magazine documented recent brain research that showcases just how our brains react when faced with change.
The most effective change management programs communicate both the logical reason for the change and the benefits of the change to employees. This doesn’t mean that employees will immediately accept the change or even trust the initial benefits being touted. What it does mean is that they will quickly begin assessing the impact on them–personally. They will decide if they can trust the information. Every step in the change process will either build trust or create more doubts.
Managing change is not about controlling employee’s reactions. It’s about helping them get through the change so they can be productive. Doubts, anger, resentment—these are all things that take away from productivity and satisfaction. Change programs cannot remove the barriers to change. They can however, help the employee move through the process informed and thinking about how they can control their own success. Sometimes it takes months of support after the change for employees to really accept and process the change. Everyone’s change curve is different. It’s personal.
Yes, change is personal and each person processes it in their own way. Employees first concern is how it will impact them. The key line in your post is “managing change is not about controlling employee’s reactions,” Rather, building a strong relationship with the employees while change is occurring and even after it has been completed.
I’ve asked managers how often they believe they need to communicate about the change. If they say 10 different occasions, I tell them to double that. The process has to provide critical information around the change and potential impact, as well as ongoing communication to help build trust…as you indicated in your post.
Strong points in your post.
Pat