Managing Organizational Change Effectively

Part 1 – Managing Organizational Change

What changes are you going through in your organisation at the moment? Re-structuring? Shedding staff? Asking staff to work reduced hours? Changing processes? Changing environments and work spaces? Docking bonuses?

The list of potential changes is endless!

For some, it seems like one never-ending move (or “lurch”, depending on your perspective!) to another.
I can’t remember who said it – but I’m sure someone did – that change is inevitable! If we don’t initiate it ourselves, someone else will do it for us! The problem of course, is change is unsettling and a little uncomfortable at best, and downright upsetting and frightening at its worst; and it’s these emotions which can determine our responses and which will impact on our ability to perform.

Faces of Leadership and Change Management

As a manager, it helps to remember there are two “faces” to change: the “human” or emotional face, and the process itself.

How do you manoeuvre these tricky waters? Let’s look at the human or emotional side first.

Management of Change Definition

Humans are, first and foremost, emotional beings, and, according to psychological theories such as Maslow espoused, (which some of you may be familiar with), we all have some fundamental needs in common.

One perspective is that there are 6 deep-seated, fundamental human needs, which literally drive everyone’s behaviour. More often than not, these 6 operate at a sub-conscious level. In other words, we will often be totally oblivious of the fact these needs are driving us – but in any given situation, one or more of them most certainly are!

Those needs are:

• Security/Certainty (in our environment and in our relationships too)
• Insecurity/Uncertainty (risk, new challenges, or else we get bored)
• Community (belonging to a group/social acceptance)
• Significance (status, respect, recognition, power within a group)
• Growth (a feeling we are learning & developing)
• Contribution (a feeling there is some purpose/meaning to our lives)

So what I hear you say?

Well, when our needs are not met, or we feel they are threatened, we don’t feel good. When they are consistently not met, or frequently threatened we can become very unhappy and resentful; and when we don’t feel good, our behaviour is likely to be affected in a negative way.

The key to managing organizational change and effective team management is to realise change can, and often does, significantly impact some, if not all, of these fundamental needs.

Change threatens people’s need for security first and foremost. For some of your staff, (those who relish changes and new challenges rather than worry about or fear them), it may not be such a problem, but those who feel a little insecure can respond with all sorts of unhelpful behaviours. It represents a roller-coaster of emotions which, if ignored or dismissed can lead to further anxiety, resentment and disengagement. An added dimension is the perception of control: if your staff perceive they have little or no control or input within the situation, this will increase levels of stress significantly.

Three Tips for Managing Organizational Change:

1. Understand that people will have a variety of different feelings about what’s happening around them.
   Become more observant of how your staff are responding to the suggested changes. Are they showing high levels of anxiety? Are they resistant? Are they excited about potential new opportunities?
   Each member of staff will be in a different “place” mentally. It’s your job to know where they are so you can plan how to deal with it!
2. Find a way of giving people a bit more individual attention at times of change – particularly when the upheaval may be significant. Discuss and acknowledge their feelings and consider ways in which you might be able to support them, and they might be able to help themselves and each other.
   Keep communication levels high – and as open as possible throughout. This is not the time to play “ostrich”.
3. Stress in humans rises when we feel we have little control over what is happening to us.
   Look for, and plan ways in which you can engage staff in the process wherever possible.

We cannot stop change from happening. Nor can we stop the fact that every one of us (including us as managers!) will feel at least some discomfort and vulnerability as it happens; but we can manage the process in a way which reveals our humanity and which helps bring people through the changes in a constructive and caring manner.

We can also remind ourselves that it is often the way that whilst the change itself was uncomfortable, many changes we have experienced in the past have actually turned out to be positive for us in the end. (We’ve all heard the stories of people who faced redundancy who said it was the best thing that ever happened to them once the dust had settled.)

If we remind ourselves of those 6 human needs – perhaps it is change which often gives us the most in terms of opportunities for personal growth- if we choose to perceive it that way.

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For more information to help you with the people side of management,
including how to improve employee motivation and get the best out of your team, take a look at these great resources:

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Related posts:

1. Workplace Motivation: How to Maintain Motivation Through Unsettling Change
2. Managing Poor Performance and Bad Attitudes