It is inevitable – change creates drama in most organizations. However, you have a choice as to whether you deal with change effectively or let it spiral out of control – controlling you and creating unnecessary drama! Leaders need to be able to present a unified vision and convey support if they expect their people to embrace change. Indifference can lead to a rapid demise of the change effort. As a leader invoking change, make sure you provide:
- A vision for how the change will impact the individual, team, division and organization
- A firm commitment to change goals, while accepting input on the details
- Specific, achievable objectives along with plans for achieving them
- A roadmap for success with realistic timelines, budgets, and owners
- A communication framework to support change adoption
- Opportunities for people to give feedback during and after the change
Admittedly, organizational change is complex, but we often make it harder on ourselves than it has to be. Just as in the board game Clue, it is easy to engage in false assumptions that can lead our people down the path of suspicion and drama – away from the truth and the ultimate win. The result? A whole lot of ambiguous thinking regarding the application of structured, human-focused, change within the organization.
Here are just a few examples of how we can easily fall victim to false assumptions over our own realities:
People Resist Change: Actually, not always. People frequently seek out drastic changes in their lives and voluntarily embrace them. People do, however, resist being forced to change. How change is presented and managed will impact its success or failure far more than the change itself. Most of us respond far better to change when we comprehend a valid reason for it – without solid justification, most people are likely to resist anyone who tries to force change upon them… and cause drama along the way.