Most of us have been through some dramatic change in our lives - whether that was a personal relationship or a significant change at work. However, if we are honest with ourselves, we'll admit that most people really don't enjoy change and will do what they can to avoid change when possible.
I know this because I've been on both sides - as a consultant tasked to help organizations change their processes, I've been responsible for improving (hopefully) the way work is done. I've also experienced a number of changes in the way we deliver and manage those services, some of which I've welcomed and some, well, not so much.
If you are responsible for creating a change and making it stick, there are five things I've learned that may be helpful for you:
First, tell people frequently what is about to happen and why. Good communication is important. I realize that many people will hear the message but won't adopt its meaning or intent, but it is important to communicate to those impacted by the change why you are changing and what to expect.
Second, make the change in as quick a manner as possible. Use the band-aid as an analogy. Dragging out the change over a period of weeks or months just gives people more time to procrastinate. Announce the change, give people some advance warning and communication, explain your plans and flip the switch. Too many firms take far too long to make important changes, and the distractions and back channel gossip create discord.
Third, burn the boats. If you want change to stick, take away the ability to do the process or task the old way. Left to their own devices, people will revert as quickly as possible to whatever process or method existed if at all possible. This approach is simpler in an IT environment, where you can shut off one system and power up another, but it applies to any change situation. Don't allow the teams to use their old methods or processes if the change demands a new approach.
Fourth, it will take at least five to six iterations of the new method or process or task before people make the mental leap to the new way of doing things. Most people are not afraid of change as much as they are of doing something "wrong" and then punished or made to look foolish. In any new task or process, people are leaving behind something they felt they understood and were good at, to take on something they don't yet fully understand and think they are "bad" at. So, make it OK to fail in the first iterations of the process or task, while people are learning. Reward a spectacular failure or two at first, just to get people over the fear of failure so they can learn.
Fifth, reward the change and punish the retreat. Reward and recognize people who are actively leading and helping others make the change. Identify those who are making a positive contribution throughout the change. Conversely, drop the hammer on people who try to revert to the "old way" of doing things once the period of experimentation and testing is over. If anyone is allowed to revert to the "old way" then eventually everyone will revert if at all possible.
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