Change management in an organization is always complex, as it involves leaving the comfort zone, generating dissatisfaction and can damage the organization's climate, even if it is not intended to be applied due to the factors of challenge, uncertainty and difference. For this reason, it is necessary to have four clear fronts:
- Diagnosis
- preparation
- Execution
- Maintenance
How to learn about change management?
1. Diagnosis:
Understand how ready the company is to make the change
This step involves understanding both the company's current situation and that of its employees.
To do this, you must take into account your daily processes to understand how much effort is required and what specific tasks need to be done, so that the change involves the lowest possible level of additional stress to these daily activities.
Additionally, the resources available to the company to carry out the change must be verified, notified, followed up on and provided feedback.
Likewise, the time in which the change must be implemented and the speed with which the interest and learning of the company's collaborators move must be taken into account, in order to develop an action plan that achieves a balance between both and optimizes the process.
Finally, training must be carried out to adapt the organization and its workers to the change, through the development and strengthening of relevant knowledge, skills and abilities.
By conducting this training, it is possible to identify employees who are prepared to be change agents, that is, those who can serve as guides to other employees during the change implementation process, and to establish the roles of these agents.
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2. Preparation:
Generate a plan to raise awareness and involve employees
Preparation should take into account a clear budget outline that is in line with the financial situation of the organization, in order to develop action plans based on real numbers and specific activities.
When developing action plans, the processes of training, retention, motivation and mastery of emotional intelligence in workers must be considered. To make this process of change easier, the collaborator must be given a professional and personal vision of it.
Likewise, by having a leading voice and generating a positive mentality of change, collaborators are guided to a process of awareness in the sense of coherent advantages and reasons for change. In these circumstances, it will be easier to have a worker motivated by change.
It is essential to understand that the plan must be clear in the “how”, “why”, “when” and “including whom”, giving great importance to the collaborator as a key factor in making the change.
In order to carry out a more far-reaching process of awareness and acceptance, it is suggested to develop a communication plan.
This plan will help reduce any resistance that may arise and should be addressed through communication channels that allow people to contact a leader or change agent to resolve any doubts or confusion that may arise regarding the implications, challenges, consequences and benefits of the change.
That said, the change agent must be selected taking into consideration that he or she has the profile of a person who inspires closeness, respect and recognition for the collaborators, so that the message generates more interest and loyalty to accept and collaborate with the change.
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3. Maintenance:
Maintaining and nurturing change as the right response
Consider the feedback and results found in step three, as several preventive actions can be generated from there to return the organization to its initial state.
To achieve this, change must be reinforced, highlighting the competitive benefits and new achievements obtained, making them evident, to maintain motivation and normalize change, from the commitment generated by employees regarding the positive aspects and incentives.
During steps 1 to 3 it would be possible to observe that the expected results in reality were not as accurate versus expectations, therefore, being open to going backwards should also be considered, from a perspective of analyzing opportunities for improvement.
To carry out successful change management, it is necessary to understand that the employee is the protagonist of that change and, in addition, understand the particular differences in motivation and learning.
Additionally, the role played by the change agent is fundamental, that leader who will promote the identification and commitment of the collaborator to generate change. All of this is based on the protagonist of this process.
Change management within organizations can be a bit complex, however with proper management we can mitigate the impact on people.
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