Organisational change will always have its challenges, some of which can be anticipated, others not so much. Whilst a lot of focus is spent on those near the top of the pay scale in terms of undermining change, it’s actually those closer to the ground floor that can put a real dampener on proceedings. Managing messages, engagement and understanding staff motivation(s) is therefore key.
A Little Anecdote
On my way to work there is a Shell Petrol Station (other destroyers of the Earth are available). Recently they’ve deemed fit to stop people parking on a bit of green adjacent to them. To try to do this in a not-so-dickish way they put in big concrete plant pots. What they hadn’t counted on was the tenacity of locals in wanting to park their cars for free. In short, people just parked between the aforementioned plants. A week later work men are back on the scene and by the end of the day even more plant pots have arrived and now no-one can park there. Moral of the story? People don’t like being forced to change the way they’ve always done things. You may have to leave them no option.
Things to Consider
A bit like Leadsom referring to herself as a mother to validate her view of macro-economic policy, yet taken as trashing a rival, what a person says and what other people hear are two different things. People looking to get other staff to ‘buy in’ to change tend to ignore that what the phrase means in practice i.e:
‘I want to change the way you work, hopefully for the better, but I’m not 100% sure on that. You agreeing with me makes this process a lot easier, so JFDI*.’
Not nearly as succinct, or cushty is it? But it is a more honest statement around organisational change. For many change is not an opportunity, it is more work on top of what is an already challenging workload. Often because someone at mid-to-senior level saw something at an un-conference and thought it would work rather neatly in their part of the business. Perception is key here. People who have been in a role for a while will carry on doing what they’ve always done until utterly forced otherwise. Because people are naturally cautious, careful beasts that mitigate change to the best of their abilities. Well, for the most part they are. You’ll always have a couple of nutters who want to go try something new like extreme ironing.
*Just Fucking Do It
So What to Do?
Like it or lump it, winning hearts and minds is fundamental to instigating embedded change. Because despite what a number of consultancy hawks post on twitter “Innovator Destroyers in Chief” aren’t always the heads of needless bureaucracies. Often it’s actually front line staff who are pissed off with moving goal posts and have no desire to retrain that are the most efficient change blockers.
Fundamentally what people want is to be able to do their job easier, without any risk to their livelihood. But what they hear when the change word, or its pumped up cousin transformation, is mentioned is re-structure. A phrase which is, rightly or wrongly, intrinsically associated with job cuts. Given the fact that Housing Associations go through a restructure every 2-3 years people can get battle weary. Your Top-Down Approach To Transformation (TDATT for short, the D is silent), is just another set of jobs cuts and unwelcome upheaval unless explicitly, and painstakingly, proven otherwise.
I should probably state that having been through restructures and mergers in my few years in Housing this is one of the areas I am actually a bit of an optimist. Organisations need to develop, to evolve, to grow. Stagnation is the death of a business, social or otherwise. And where change happens, so opportunities grow. But I don’t have kids, or a mortgage to worry about. What I would recommend is less time on flashy slide shows and focus more on the communication of the change; why it’s happening, will it affect jobs, what are its benefits. Otherwise your change will fail.