People naturally resist change. However, some people are more flexible than others. The diffusion of innovations idea, created by telecommunications scientist Everett Rogers in the 1960s to explain how people react to change, served as the foundation for the change management discipline for many years to come, like organizational culture consulting companies like Humatix. Here’s a condensed form. In general, 15% of any set of employees are early adopters. They are adaptable and can evolve with the times. The vast majority of middle-class workers are change-agnostic. Although they’ll accept the adjustment, they’re really free to disregard it. Around 15% of employees are change-resistant, which is at the other extreme of the scale. They are unwilling to change or will only do so under duress.
The Curve of Change
Take a look at the change curve, a traditional tool of change management, for more information on how change impacts personnel. You’re certainly aware of the five stages of grief that psychiatrist Elisabeth Kübler-Ross created in the 1960s: denial, anger, bargaining, depression, and acceptance. Since then, the model has been modified to describe people’s experiences during organizational transformation better. For instance, during a change initiative, your staff members will probably go through the stages listed below:
- Shock.
- Disbelief.
- Annoyance.
- Despair.
- Trial and error.
- Judgment.
- Assimilation.
Avoid the Following Four Blunders
Now that you are aware of the obstacles to change, it’s time to craft a persuasive communication strategy. Unfortunately, a lot of business owners and executives cut corners here and hope that their excitement for the project will rub off on others. Setting aside your feelings and considering how your staff might feel is crucial. Avoid these important errors.
Failing to Communicate the Demand for Change
If you’re not careful, your employees’ lack of interest in an upcoming project or policy could soon translate into subpar performance. That kind of transformation is not what your clients or customers want.
Lack of an Unambiguous Long-term Goal
Describes it in quantitative criteria, such as cutting the order processing time from five to two days or raising customer satisfaction by 30%.
Not Providing Staff with the Skills or Ability to Adapt
People are overburdened with daily obligations in any organization. Don’t always be changing things. Ascertain that they have the tools, time, and abilities necessary to manage the change.
Not Having an Action Plan
Your change program won’t succeed without a clear direction, which will cause your employees’ early excitement to wane swiftly.
For further information regarding what do’s and don’ts are necessary while imposing a change to the environment, you can visit our website or contact us.
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