Leading Change

Change Needs a Focus

The Real Deal on Change

There’s a popular belief that people resist change. In reality people don’t resist change–they resist being controlled. People have predictable concerns with change that once identifies, can help valued employers shape their plans to support individuals through business growth and all the changes that brings.

Here’s the inside information on six predictable concerns that can hinder successful change implementation. With this understanding, you’re set to shape your future with employees who are on board.

1. The first predictable concern is information concern. People want to know why the change is needed and what needs to be done. They don’t want to be sold on a plan, but they want to understand the necessity of change. Tell people what is it that you know, that if they knew, they will come to the same conclusion. If people know what change agents know, understand what they understand, they will be less resistant to change.
2.  The second concern is personal concern. People want to know how the change will impact or benefit them. Will they, as individuals, win or loose as a result of the change? If personal concerns are not addressed, people will be more resistant to adopt change, and they will tend to revert back to their old behaviors once they have the chance. 
3. The next concern is implementation concern – the logistics of the change. They can understand the business need, the personal benefits, but they need to know the steps in the change process and the available resources in case things won’t go as planned. It is important to provide them with information about who can answer questions and provide them with assistance in case things don’t go as smooth as anticipated.
4. Another concern is impact concern. People want to know how much of a difference the change will make. If the three previous concerns are successfully attended to, you won’t need to design details of the impact concern. Your people will provide you with feedback and tell you what’s making a difference.
5. The fifth concern is collaboration. More than just addressing everyone’s concerns, involve employees in the changing processes, and they will help you move the change forward.
6. The last concern is refinement. Source continuous feedback and make adjustments along the way. Make the journey together.

 If change leaders understand these concerns, they can anticipate and address them, and facilitate an informative change process. Concerns are not necessarily negative, they are merely unanswered questions.

The key to addressing those concerns is a high involvement strategy. You need to give people an opportunity to have their voice heard. If people are involved in decision making and they feel they contribute to the change, they will be less likely to resist it. “People who plan the battle, rarely battle the plan.”  Go forth.

 Gayle Hadfield; Nicoleta Ratiu