Communication and leadership consulting
Too many change projects never succeed because it was the wrong action at the wrong time.
Do you recognise this:
Your organisation identified a problem, but never took time to find the actual cause of the problem.
It was more important to do something here and now and show decisiveness than it was to find root cause. But doing something is not the same as achieving something.
Hasty solutions only add complexity
For every hasty project you set in motion, the complexity of your work increases.
You don’t really solve the original problem. Instead you create a lot of unrest, insecurity and demotivation among your employees. You also lose credibility when your project is not successful.
You can save a lot of resources and frustrations by doing it right - and it doesn't have to be difficult.
This you can ensure by
Managers are often among the most willing to change. They have deliberately sought changes in the course of their careers and thus have difficulty understanding that others may be less enthusiastic.
When managers announce changes in their organisation, they have usually spent a substantial amount of time to discuss the impact and necessity with the board and management colleagues. But they extend their employees nowhere near that amount of time to take the changes in.
Managers rarely establish the link between the changes and what they mean for the individual employee's daily tasks and ways of solving them. Employees are too often left to themselves and each other in a state of uncertainty and insecurity - and naturally they fall back on what they know and usually do.
The managers often become so consumed with the changes that they forget that not everything is about the impending change. After all, the changes often constitute only a small part of the organisation's activities, and most of the daily tasks will remain the same in the change process.
The organisation is often much closer to the goal than rhetoric and perceptions make it seem. So keep perspective and common sense.
The manager may have expected that line managers inform their employees about the consequences of the changes. But are the line managers properly equipped for this task? And do they have ample time to fix it properly when everyday challenges pile up?
The three crucial elements
Employees have a basic need to feel belong, feel competent and gain recognition. Is that possible in your change project?
It is all about
Most of us are sceptical about change. We prefer to stay with what we know, do the things we know and do well. Therefore, many business leaders experience that it is very difficult to succeed with change in their organisations - and research has shown that it is not so surprising:
The Israeli-American researchers Daniel Kahneman and Amos Tversky studied for more than 30 years, how people make decisions - both large and small. They concluded that our brain works in two systems when we make decisions: system 1 and system 2
System 1 is the quick decisions that we make almost by reflex. Most of our decisions fall into this category: The immediate impressions, habits, perceptions, the everyday products we take form the supermarket shelf - and for example if we approve of the message that our director gives at the staff meeting.
In the latter case we should perhaps have enabled system 2 which is more thoughtful and consider details. But system 2 is cumbersome. System 2 requires more effort, and the only thing system 1 and 2 have in common is that they both prefer to avoid using too much effort. Our brain is short lazy.
Therefore, we often fall back on system 1 and make the quick decisions – e.g. that change is inconvenient, unsafe and confusing. This is something we do not like. So we try to fight change - maybe loudly or simply by keep doing as we have always done without thinking of the consequences.
We can quickly find 'good' reasons for avoiding change, because our system 1-decisions are all based on our past - what we know.