Seeking and facilitating change: more easily said than done

Most people manage change continually: at home, in recreation and volunteer activities, and at work. They have an intuitive understanding of what needs to happen if change is to move forward. Even if they haven't consciously thought about or documented the principles, they do what makes sense. They consult people, discuss the alternatives, try to anticipate and plan around the obstacles, adapt their plans as needed, take action, and address issues and challenges along the way.

Yet when organizations implement change, these straightforward steps are often missed. The intent and the broad strategy get the attention; the details of execution are forgotten.

Good news . . . and bad   The good news is that the   core factors are well-known   and readily followed. The bad   news is that, in the pressure   of ongoing business activity,   they're often forgotten.

The elements of effective change are simple: be clear about purpose and process; listen to and involve stakeholders; provide needed resources; align systems and processes to support the change; lead with clarity and involvement; communicate relentlessly; track progress; follow up; and course-correct. That's it. But while it's easy to say, it usually proves very hard to do.

Many major change initiatives struggle, and they often fail.[1] In part, this is because implementation is through some version of the "memo-and-conference-call" approach: announce the change, trust that those involved will quickly learn and adapt, and hope for the best. Smaller-scale changes also encounter unexpected resistance and very often prove far more challenging than the sponsors anticipate.

The emphasis may be on the strategic purpose of the change ("the merger offers the opportunity for significant synergies leading to cost savings"; or, "this acquisition fills an important gap in our product range") with insufficient attention paid to making it happen.

So the good news is that the core factors are well-known and straightforward. The bad news is that these principles are often forgotten or ignored amid the pressure of ongoing business operations.

The goal is to have the transition (or transaction) occur smoothly, with minimal disruption and maximum support. In practice, though, change is often not well planned or managed. The result can be costly, ranging from a temporary loss of focus on customers to large-scale failure in integrating two organizations.

Core factors in successful change management

These seven factors summarize the conditions, resources, and processes that support successful change.

 

Clarity: Be clear and unambiguous about the purpose of the change, its direction, and the approach.

Engagement: Build a sense of ownership and commitment; consult with and involve the people who will be affected by the change.

Resources: Put in place the needed resources (e.g., financial, human, technical) to enable the change.

Alignment: Ensure that systems and processes (e.g., rewards, information, accounting, training) support the change.

Leadership: Guide, train, and equip leaders at every level so that they display consistent commitment to the change.

Communication: Ensure an effective two-way flow of information; be aware of issues and questions; provide timely responses.

Tracking: Establish clear goals; assess progress against these; adjust and fine-tune as necessary.

"Everyone knows you have to do these things"  is a frequent comment when the core factors or principles of successful change management are outlined. But when we ask if those principles have been put into practice, it often turns out that perhaps some of the details were overlooked; maybe most of the details; sometimes, all of them.[2]  In many change initiatives, large-scale and small, at least one of these principles (and often several of them) are not followed.

We often hear senior leaders say of their employees, "They're smart; they'll figure it out." And yes, they are indeed smart. They figure out that the direction isn't clear and the planning is imperfect. They figure out that they need a great deal more convincing that this is a change they want to be aligned with and involved in.

The details are what make change work for the people whom it impacts most sharply. It's hard work to make a significant additional effort while continuing to run a complex business. But there's a high price if that effort is not sustained. Employees get distracted and demotivated; customers' needs get ignored or forgotten; and managers are consumed by questions, issues, concerns, and distractions.[3]

Change can happen without all seven core factors in place. But it's likely to be difficult, expensive, and painful - for your customers as well as your employees.

It's been said that change happens and can't be managed. There is a valid point in the assertion: the ongoing evolution of technology, business practices, and economic change can certainly sweep organizations along with them. But while some organizations may be passengers or followers rather than leaders, others are seeking and creating change, and building success on that commitment.

This book asserts that the way change takes effect, and the way it influences the state of the business and its ability to serve its customers, can and should be managed. People can be informed, consulted, and engaged - or not. Systems can be adapted and aligned with new ways of doing business - or not. Leaders can actively communicate, listen, and persuade - or not. Through these and other processes, change can be successfully planned, shaped, and implemented.

Daryl Conner views change as a shift or disruption in expectations.[4] And when expectations change - especially if they change in a negative way - people react by seeking to regain or retain the circumstances that were in place and with which they were comfortable. They may be open to change, and often see (at the front line) the reasons that are driving it. But they need to know that it's appropriate and well-planned. Behavior that's interpreted as resistance may be an effort to understand and learn.

Change has patterns that can be anticipated, reflecting typical reactions of individuals and groups. The pace and nature of adaptation is strongly influenced by the way change is managed, or by the way leaders explain, direct, support, and assess the process.

Whether change is initiated by the organization (installation of new systems, a merger, a new organizational structure, appointment of a new CEO) or is forced on the organization (new competitive behaviors, technological redundancy, government regulations, a hostile takeover) leaders can respond in ways that ignore and increase resistance, or in ways that understand and address it.

Some business leaders create change; others respond. But all have to manage it.