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Unless you are irrevocably hostile to any form of change, there are at least two ways of understanding the idea: either as something unavoidable that you have to reconcile yourself to or as a fantastic source of opportunities. Depending on which of these two categories you fall into, the way you drive change and your team’s feelings about it will be radically different.
To improve your chances of success when faced with proposed changes, you must learn not only how to change (i.e. to develop coping skills that will help you respond to constant fluctuations in the environment) but also how to send the right signals to your teams, since they are the ones directly involved in setting the process of change in motion.
But bear in mind that the very first step for projects of this type is a full understanding of what the starting point is so that you can disarm any potential resistance. No changes should be made without a specific diagnosis of the prevailing culture, which includes dissecting the beliefs that you will need to act on – the fundamental aspects of the culture – to bring about change.
It is easier to drive change when a team is not entirely aware of the reasons for the change
True
False
Right !
False. “Why do we have to change?” If you are not able to give a clear answer to this question (one that your team is bound to ask you), it is unlikely that you will manage to drive the change with any serenity. In fact, winning employees over to change depends in large measure on the importance that you accord to demonstrating the need for it. But be careful: rather than trying to convince your team of the reasons for change, it is better to initiate a collective discussion on the evolving environment and the history of the company. This is the most effective way of creating the right frame of mind for everyone to accept the results of the change.
Wrong !
False. “Why do we have to change?” If you are not able to give a clear answer to this question (one that your team is bound to ask you), it is unlikely that you will manage to drive the change with any serenity. In fact, winning employees over to change depends in large measure on the importance that you accord to demonstrating the need for it. But be careful: rather than trying to convince your team of the reasons for change, it is better to initiate a collective discussion on the evolving environment and the history of the company. This is the most effective way of creating the right frame of mind for everyone to accept the results of the change.
It is better to introduce changes, even if mistakes are made, than not to make any changes
True
False
Right !
True. Initiating the process of change is risky because, on the one hand, it means starting everything from scratch and, on the other, because change in essence means heading towards uncertainty. However, any setbacks can serve the overall changes, because successful change is often the result of an iterative learning process. Going backwards and altering the terms of action that are imposed on the team should not be barriers to change, provided that a clear objective has been set and that people know how to stick to it.
Wrong !
True. Initiating the process of change is risky because, on the one hand, it means starting everything from scratch and, on the other, because change in essence means heading towards uncertainty. However, any setbacks can serve the overall changes, because successful change is often the result of an iterative learning process. Going backwards and altering the terms of action that are imposed on the team should not be barriers to change, provided that a clear objective has been set and that people know how to stick to it.
No one will feel insecure if change is carried out properly
True
False
Right !
False. In a context of change, it is natural to be afraid of not being up to par. It is, in fact, particularly anxiety-provoking to accept that you have lost your bearings or are operating outside your area of expertise. The acceptance phase for understanding that you are part of what needs to change can be long and painful – hence the importance of offering support to individuals. This support may be provided from within the team, by a specialist department in the organization or via external consultants.
Wrong !
False. In a context of change, it is natural to be afraid of not being up to par. It is, in fact, particularly anxiety-provoking to accept that you have lost your bearings or are operating outside your area of expertise. The acceptance phase for understanding that you are part of what needs to change can be long and painful – hence the importance of offering support to individuals. This support may be provided from within the team, by a specialist department in the organization or via external consultants.
It is better to wait and see where you are heading before committing your team to change
True
False
Right !
False. The process of change can never be arrested: we are continually changing, and often without realizing it. Waiting to see where you are heading runs the risk of reacting too late. Of course this does not mean that preparations for change should not be made but that, once the goal has been set, you should not be afraid to start it: waiting until you are completely sure of what you are embarking on would be tantamount to waiting for ever.
Wrong !
False. The process of change can never be arrested: we are continually changing, and often without realizing it. Waiting to see where you are heading runs the risk of reacting too late. Of course this does not mean that preparations for change should not be made but that, once the goal has been set, you should not be afraid to start it: waiting until you are completely sure of what you are embarking on would be tantamount to waiting for ever.
There is no need to step back from your habits before making a change
True
False
Right !
False. The behavior of a manager and his or her teams is governed by a certain number of routines that codify the process of action, which is the result of the organizational culture and beliefs as well as individual and collective habits. These routines (which we are aware of only too rarely) act as obstacles to change. Being able to change means being able to modify individual and collective perceptions. In other words, on the one hand we have to become aware of and identify the routines that codify our behavior; and, on the other, to put ourselves and the people we are responsible for in situations where they will acquire a different perspective on their habits so that they can change them. This often requires a new learning process.
Wrong !
False. The behavior of a manager and his or her teams is governed by a certain number of routines that codify the process of action, which is the result of the organizational culture and beliefs as well as individual and collective habits. These routines (which we are aware of only too rarely) act as obstacles to change. Being able to change means being able to modify individual and collective perceptions. In other words, on the one hand we have to become aware of and identify the routines that codify our behavior; and, on the other, to put ourselves and the people we are responsible for in situations where they will acquire a different perspective on their habits so that they can change them. This often requires a new learning process.
Taking time out to explain decisions is pointless: knowing how to ensure your orders are followed is essential
True
False
Right !
False. Making a decision is much easier than putting it into action. This is largely because, while you alone are responsible for making the choice, your entire team is involved when it comes to implementing your decision. It is quite possible to impose a strategy for change, but your team is perfectly capable of pretending to sign up to your project but then not getting involved in it or, even worse, deciding to sabotage it. A good manager of change is, above all, an excellent communicator who has confidence in his or her colleagues and vice-versa.
Wrong !
False. Making a decision is much easier than putting it into action. This is largely because, while you alone are responsible for making the choice, your entire team is involved when it comes to implementing your decision. It is quite possible to impose a strategy for change, but your team is perfectly capable of pretending to sign up to your project but then not getting involved in it or, even worse, deciding to sabotage it. A good manager of change is, above all, an excellent communicator who has confidence in his or her colleagues and vice-versa.
The department (or company) that I run is completely autonomous
True
False
Right !
False. It is not possible to make changes without understanding the relationships and interpersonal interactions that govern the way your department operates inside the company, which is itself part of a wider environment. A systems approach to organizations makes it possible to understand change as a process that should enable the survival and development of a complex system (of which your project is only a tiny part) through interactivity, reactivity and transparency. As a result, the changes imposed by the external environment (either the hierarchy or the competitive environment) may no longer be considered constraints but rather opportunities to be grasped in pursuit of a common goal.
Wrong !
False. It is not possible to make changes without understanding the relationships and interpersonal interactions that govern the way your department operates inside the company, which is itself part of a wider environment. A systems approach to organizations makes it possible to understand change as a process that should enable the survival and development of a complex system (of which your project is only a tiny part) through interactivity, reactivity and transparency. As a result, the changes imposed by the external environment (either the hierarchy or the competitive environment) may no longer be considered constraints but rather opportunities to be grasped in pursuit of a common goal.
Change is not an issue just for the managers who are responsible for overseeing it
True
False
Right !
True. Whereas it is true that managers are often the first in a company who have to face the need for change, this does not mean that they have to restrict the role played by their colleagues. Too many managers think they will lose power if they attach importance to decisions made by their teams. However, change is more likely to be successful when operational staff are given autonomy because they are the ones who face the front-line issues. In addition, knowing how to delegate and accept initiatives taken by others means gains time for consolidating the strategy.
Wrong !
True. Whereas it is true that managers are often the first in a company who have to face the need for change, this does not mean that they have to restrict the role played by their colleagues. Too many managers think they will lose power if they attach importance to decisions made by their teams. However, change is more likely to be successful when operational staff are given autonomy because they are the ones who face the front-line issues. In addition, knowing how to delegate and accept initiatives taken by others means gains time for consolidating the strategy.
The least qualified employees play a limited role in change
True
False
Right !
False. The employees at the bottom of the organization (the least qualified) represent the core activity of your company. If they do not accept the change, it has no chance of being implemented. Hence the need to take an interest in them, to understand what their stumbling blocks are, to reassure them and to win their confidence. This is all the more important since these colleagues are often those who can profit most from the change, because they are highly flexible and have a need for recognition that drives them to invest themselves.
Wrong !
False. The employees at the bottom of the organization (the least qualified) represent the core activity of your company. If they do not accept the change, it has no chance of being implemented. Hence the need to take an interest in them, to understand what their stumbling blocks are, to reassure them and to win their confidence. This is all the more important since these colleagues are often those who can profit most from the change, because they are highly flexible and have a need for recognition that drives them to invest themselves.
Most major change involves pain: it is one of the criteria for success
True
False
Right !
False. Successful change is change that allows employees to flourish. However, too many managers neglect the wellbeing of their teams by imposing unilateral decisions. “Wellbeing” does not seem to be too strong a word to describe the climate in which successful change is achieved. Furthermore, it appears to be a good index for evaluating the success of a proposed change and the chances of its long-term success.
Wrong !
False. Successful change is change that allows employees to flourish. However, too many managers neglect the wellbeing of their teams by imposing unilateral decisions. “Wellbeing” does not seem to be too strong a word to describe the climate in which successful change is achieved. Furthermore, it appears to be a good index for evaluating the success of a proposed change and the chances of its long-term success.
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