Dysfunction can form on a variety of organizational platforms. Have you ever experienced negative consequences, missed opportunities, or a hostile work environment as a result of any of the following?
- Broken relationships
- Lack of trust
- Lack of customer confidence
- Inability to communicate
- Silos curtailing the ability to unite
- Ego maniacs, who will not listen or accept the ideas and opinions of others
- Resistance to the changes a global, technically advanced society is driving
- Fear of losing some level of power or authority
- Inability to embrace a vision of "we’re in this together" rather than "it’s all about me"
The Dynamics of Human Behaviors
Nothing changes in an organization until the people involved understand the need for change. If performance doesn’t evolve to match expectations, a performance improvement plan might be helpful, or perhaps assigning an executive coach to work with a struggling employee might be a practical way to achieve transition. When we’re dealing with change and dysfunction in our political arenas, of course we always have the option to express our satisfaction with the pace of change through our right to vote.
Regardless of the sector you are working in, consider these points as you prepare to drive successful change in your organization:
- Just by our nature, it’s important to assess and understand the readiness of people within the organization to embrace change. If they’re not ready, you can’t force it. However, before giving up on our employees or public servants, consider and plan for the impact of human dynamics of change. We live in a sophisticated and complicated global marketplace. Initial steps are often needed to help employees prepare for a transition. Before they can attempt to move forward individuals may need:
- help in understanding the reason(s) why change has to happen.
- new skills and abilities to engage in exploration of ideas and/or dialogues that aren’t all about them.
- clarity of their role and responsibilities for effecting change in the organization.
- a way to save face for what was said or done in the past, in order to move on.
- to celebrate the achievements of the "old way of doing business" in order to accept the new, fast-paced, technology-changed ways of the future.
- The pace of change will probably be different for each individual involved in a change effort. Pace is often determined by past change experiences, how rooted the employees are in the belief being changed, and their personal abilities to successfully manage their own change, as well as motivate and lead others to change.
- Fear of the unknown is a common barrier to embracing change. As much as possible, help individuals understand what the future is going to look like and what role they will be playing in a "changed" world.
- Frequent communications about change, the importance of change for survival, and the successes the organization is achieving – big and small – will be important for employees to hear and identify with. Repeat these messages through a variety of communication channels.
- Providing training and a change model for successfully managing personal change can also be helpful in assisting with a road map of the behaviors required for successful change, and where those "change monsters" might be hidden. Consider sharing these resources:
So What’s Next?
We all know the world is going to continue to change. But, have we really considered what that requires of each and every one of us? There is no doubt about it. You hear people say it every day, "The only thing you can count on is change." So, it’s inevitable – we all need to build skills that support flexibility, resilience, collaboration and respect for diverse options, ideas, and styles.
Just as organizations need to improve relationships, communications and performance, so too does the White House and Congress. They’re going to have to learn to work together if we’re to move beyond the gridlock and dysfunctionality of today’s political climate. As a result of stakeholder expectations, businesses, as well as government agencies, are going to have to continue to look for ways to streamline processes, cut costs, integrate technology and train employees on the competencies required for the future.
Change has been following us like a shadow for a number of years. Many organizations have avoided it, but yet continue to catch a glimpse of it lurking along the sidelines. A few have successfully navigated the change process and have instilled a culture of continuous improvement in their organizations. But the sad message is that the majority of organizations that have attempted to change have failed. I’m sure you’re aware of this, but here’s the disappointing fact - over 70% of organizational change initiatives fail, primarily because of:
- lack of planning.
- lack of employee preparedness and participation.
- lack of leadership buy-in for the long haul.
- commitment at the top to the change message, required resources and a willingness to remain committed over a period of time that relates to the complexity of the organizational changes being introduced.
- abilities to motivate managers to check their egos at the door and be open to new ideas and approaches.
- assessment and employee participation to determine readiness and what’s required for successful change.
- adequate planning and communications about short- and long-term goals and objectives.
- a common language about change, so everyone is speaking and understanding the same message.
- celebration of big and small successes, to continue to motivate stakeholders and reinforce the benefits of the vision of the future.
- support and guidance by professionals experienced in a variety of change management methodologies, tools, and practices that allow change to be experienced in conjunction with the cultural and business advances the organization is seeking, and not as a stand-alone change management training exercise.
The future holds change for all of us. That’s a very good reason to embrace it, aid your organization in understanding it, and building the appropriate team with the skill sets to work with change, rather than against it.
This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about transforming human performance through the evolution of workplace culture. Contact EMI for more information about how we can assist your organization: www.evolutionmgt.com or 770.587.9032.
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