Why is implementing a change so difficult?
Is it a small change or substantial corporate change. We are humans and we resist to change:
People resist change because they believe they will lose something of value or fear they will not be able to adapt to the new ways.
Many dynamics take its place on a group and individual level:
▲ One of the six human needs that we all share is a certainty, starting a change is sometimes uncertain.
▲ When people feel threatened or unsafe they switch from using their rational brain to their emotional brain.
▲Doing the same thing over and over again requires much less energy
▲ They unite against the change and become influenced by Peer Pressure
Many change approaches are set-up as a principle to guide us in how we can manage changes for example: Kotter ADKAR, … I love to follow Kotter in my change approach;
8 principles to change by Kotter
1. Create a Sense of Urgency
Help others see the need for change and the importance of acting immediately
· For change to happen, it helps if the whole company really wants it.
· Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
2. Pull Together the Guiding Team
Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough - you have to lead it.
· Assemble a group with enough power to lead the change effort; you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance
· Encourage the group to work as a team
3. Develop the Change Vision and Strategy
Clarify how the future will be different from the past, and how you can make that future a reality. A clear vision can help everyone understand why you're asking them to do something.
· Create a vision that people can grasp easily and remember, to help direct the change effort,
· Develop strategies for achieving that vision
4. Communicate for Understanding and Buy-in
Make sure as many others as possible understand and accept the vision and the strategy.
• Your message will probably have strong competition from other day-to-day communications within the company. You need to communicate it frequently and powerfully, embed it within everything you do.
• Use the vision daily to make decisions and solve problems.
• Teach new behaviors by the example of the Guiding coalition
5. Empower Other to Act
Remove as many barriers as possible so that those who want to make the vision a reality can do so.
· Remove obstacles to change
· Change systems or structures that seriously undermine the vision
· Encourage the risk-taking and nontraditional ideas, activities, and actions
· Identify people who are resisting the change, and help them see what's needed.
6. Produce Short-Term Wins
Create some visible, unambiguous successes as soon as possible.
· Plan for visible performance improvements
· Create those improvements
· Give your company a taste of victory early in the change process.
· Recognize and reward employees involved in the improvements
7. Don’t Let Up
Press harder and faster after the first success. Be relentless with instituting change after change until the vision is a reality. Many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change
· Use increased credibility to change systems, structures and policies that don't fit the vision
· After every win, analyze what went right and what needs improving.
· Set goals to continue building on the momentum you've achieved.
· Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
8. Create a New Culture
Hold on to the new way of behaving, and make sure they succeed, until they become a part of the very culture of the group.
· Articulate the connections between the new behaviors and organizational success
Develop the means to ensure leadership development and succession