FAQ Change

1. What are the key elements we need to think of in leading change?

There are quite a number of change elements that one needs to take into account. On a very high level, look at the strategy you want to follow with the change you plan to implement. Formulate in a crystal clear way the reason why you want to change. Check if the skill level of your current organization matches your envisioning of your future workforce. This is needed to implement and secure the change. Have a look at your structure and check if your current structures support your change as well as the underlying systems you use. An open and proactive communication strategy, and understanding how to deal with human behaviour in times of change is essential for a successful implementation.

2. How can I improve the readiness of my people for upcoming change?

Involvement is the key to increase the readiness and to overcome resistance! You really need to involve your people in the change effort, as members in the core project team and even more in extended project teams. Listen to them during honest and open – two-way communication sessions, and actively engage them during the re-design part of the change effort.

3. Why considering change management for our change initiative?

A structured approach to change very much helps to shorten the implementation time and to ease the emotional rollercoaster (Emotional Responses) people are experiencing when going through change. By that it dramatically reduces the stress level an organization and increases the likelihood of success significantly.

4. Why is Communication so critical to Change Management?

Paul Watzlawick proclaimed, “You cannot NOT communicate”. In change initiatives this means that even if you ignore to communicate, people will make up so-called information. And, most of the time not in favor of the change initiative. Therefore we constantly advice change sponsors, project leaders or project members to have a proactive, open and honest change communication strategy. And if there is really no news, then you say so and announce when the next information round is in the near future. True dialogue involves people. It gives them a chance to raise concerns, fears or praise. True dialogue also indicates the follow up you plan to take with the information gathered during the dialog. It is also important to keep in mind not only WHAT you say is important also HOW (see more on our section on communication)!!

5. What are some of the traps you can run into when doing a change project?

You might observe one or more of the following:
Moving forward is extremely difficult and you actually preserve the status quo, a heightened level of mistrust, only gradual change, confusion as to where this all leads, anxiety and many more.

6. What do you mean with “large scale change” projects? Can you give an example?

First, let’s turn this question around and look at small-scale change projects. We advice our clients to look at all the elements of our 4S-Change Model and to consciously decide that nothing in a particular element needs to be undertaken for a so-called small scale change project. This way the change project is not taken by surprise.

Large scale can be influenced by for instance: number of impacted people, number of impacted work processes, strategic impact, geographic spread, money, Job alterations, skill level elevation, organizational adjustments.

Examples:
• Reorganizing into a truly global organizational business unit
• Implementation of harmonized work processes around the globe
• Distribution of a worldwide standard equipment
• A journey towards an empowered workforce
• The implementation of a Joint Venture or a merger
• The definition and implementation of a new business strategy