Advancing Change in the Workplace

Advancing Change in the Workforce

In analyzing challenges and obstacles at companies, I noticed that the fundamental issues have revolved, in all or in part, around change. Typically these changes are a shift of focus by management. Whether it is strategic change, operational change, organizational change, management change, product change, focus change or any other kind of change. As change is a typical and even necessary part of business, learning how to adapt to change and improve the change process are imperative in moving an your organization forward.

The Problem with Change:

In my experience, the most common problem with change is that it solely adds to what has already been established. For example, management at a particular company decides to focus on a new product platform. This decision could have been a fundamentally correct strategic decision, based on market demands and preferences, but it is often lost during execution and implementation. When the strategic decision permeates down, it is often communicated as an addition to existing work. Similarly, if a company decides to reorganize its business to realign and better service its customers, management will often tack on this effort to existing work.

Consumer behavior research has thoroughly researched decision making, finding that in determining the best solution for highly valued goals, behavior tends to favor the option with which minimizes negative emotion, also known as the Lazy User Model which was proposed by Tetard and Collan. This concept was first investigated by Zipf n 1949 on his article "Human Behavior and the Principle of Least Effort." When the behavior from these investigations is transferred into the viewpoint of change, we can begin to understand the structure and execution of change. If you break down the changes faced, it is ultimately an adjustment to a decision – moving in a different direction. Decision making research has showed trade offs and decision making are normally too exhausting, which is why priorities are only added. In choosing not to make a decision to remove other projects and adding the change to current projects, the manager is choosing the option which mitigates the level of negative emotion introduced by the change. Here in lies the problem with change – change management.

When change is managed poorly, the effectiveness of the objective is normally lost among other problems arising. When change interferes with job independence, the employee feels the loss of control and ownership. In addition, change tends to be distracting, confusing, surprising, concerning creating a resistance to the workforce in which the change is impacting.

Change Solutions:

To mitigate the ripple effects of change and to gain further understanding into effective change, there are certain steps one must take. First, leadership must prioritize and make decisions in regards to the change. Second, there needs to be a common purpose – for the division, for the company, for the project, for the change. Last, change needs to be fluid and dynamic, through the habits of the leadership organization.

For change to be effective, leaders must be willing to make change decisions. To have a team work effectively one must have a unified direction. This means that a leader must be willing to make decisions towards that goal and towards the change efforts. By adding a new change to the existing workload of employees the negative emotion of the change decision is shifted from the leader to the worker. This creates a less effective and more hostile workplace. This shift undermines alignment and distracts the worker on the goals or objectives in which they are assigned. A decision must be made by the leader to  remove priorities and re-prioritize the work of those end users affected by the change.Having a clear set of objectives and decisions reduces uncertainty and surprise which may arise from a change.  Subsequently, this decision create more effective workflow through clear direction, alignment and focus. this also removes the burden of these decisions for each worker which, without the decision, will prioritize and task to their own goals and directions. A leader's dedication to the change lies within the support and alignment within their group, which begins with the main decision of prioritization.

With a decision made, a common purpose and consistency is instilled. If implemented properly, a leader’s decision for change should create engagement, ownership and perspective to the employees – as well as provide a common goal and larger picture for employees. Through the alignment and consistency of that goal, although day-to-day operations may change, workers are not burdened with a multitude of non-value add tasks – such as prioritization. A common goal, although changing, aligns a team and creates a more productive and effective work environment.

Change management implementation is just as important as the change decision itself. Leaders should involve workers in the change process, providing ownership. Also, when evolving between changes, a leader must have clear and simple steps to transition change. Along with this change should be a support structure to reassure employees and ease in transition periods, depending on the magnitude of the change. Basing upon previous experience and best practices, change should also be significant and grounded building from the familiar, rather than changing. Finally, for any change, a leader must be transparent, honest and open. No matter the size or magnitude of the change, being upfront with workers creating credibility, reducing resentment, but minimizing the disruption to an organization.

Changes are ever present and an essential part of business, but good leaders can successfully navigate changes. Although change tends to be complex and demanding, steps can be taken to reduce negative effects. If a leader is decisive, clear, and open, changes can be effective and drive one’s workers towards a common goal.

-thePonderingNick

Source: “Choosing to Avoid: Coping with Negatively Emotion-Laden Consumer Decisions,” Luce, Mary Frances. Journal of Consumer Research. Vol. 24, No. 4. March 1998. Pg 409-433. The University of Chicago Press.