3 Reliable Tips to Not Add to the Difficulty of Organizational Change

Do not add to the difficulty of change management

No leader wants to add to the difficulty of organizational change.  Change management training and consulting experts know organizational change is difficult to manage successfully…employees usually resist out of a kind of fear of upsetting the more comfortable balance of the status quo.

But it is powerful for change leaders to remember that any important or difficult change must overcome the fear of the unknown, the fear of the untried and the fear of potential failure. After most successful organizational change efforts, people talk about their ability to embrace and endure the fear of change with those around them.

Part of the problem with leading change is that there is a wide range of opinions about what factors most influence organizational change initiatives and what should be done to improve your chances of success. That’s because change is personal, messy, complex and uniquely tied to each organization’s business strategy and workplace culture.

Change management training and consulting experts also have all kinds of advice on how to introduce change and communicate effectively throughout the process. But as hard as you try, there will still be some frustration and fear. Do not add to the difficulty of effecting positive change.

Here are three tips on how not to make things worse:

  1. Do not underestimate the challenge of change. When it comes to organizational change, effective leaders acknowledge and appreciate the challenges and difficulties that lie ahead for all concerned.
  2. Do not fight the politics that exist in every organization. You may not like it, but it’s the way things work…at least for the time being. If you buck the current political or cultural system, you risk upsetting power structures and relationships that have been in place and have supported needed functions and performance.  Unless it is a cultural change you seek, minimize the amount you fight against the implicit and explicit layers of power.
  1. Do not condemn the masses for the few. If there are a few disgruntled employees who need extra support or guidance, talk to them individually. Addressing the group as a whole will only alienate those who are trying to get on board with the change.

To learn more about decreasing the difficulty of organizational change, download Rhapsody in Change: How to Mobilize, Design and Transform Your Team

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