The systems we use, the processes we follow, the tools we use, they change all the time, just those, often nothing else. If I were to write you a letter with pen and paper and then convey the same message via email, what has changed?
Has the content of the message changed? Am I telling you a different story? No, both messages are the same; merely the tool in which I have used to convey them has changed.
In business we see a lot of change, IT changes being the bane of many people’s working lives. Why the commotion though? Why the fuss and why the resistance? We are still, in most cases completing the same tasks and undertaking the same roles within our workplaces. I often sit back in meetings and hear conversations in social settings where people are genuinely stressed at the fact that there is an up and coming IT change, fear of the unknown…
Change management is something crucial to organisations when releasing robust and sometimes even minor changes to employee’s daily lives. Change management however is sometimes not done effectively, if at all, this is where the problem begins, in my opinion. If people are not informed early and sufficiently, then the rumours begin, they make up their minds about changes even before they have been introduced. This then has a flow on effect, training becomes a buzz word and people demand adequate training, even in some cases where it is not required, due to the lack of or poorly implemented change, leaders are put into positions where they are putting out ‘spotfires’ before anything is implemented.
I think from this, a clear issue is communication, or lack thereof. Adequate communication is imperative between boards, directors, managers and staff in order to implement changes even though they may only be minor. A constant flow of information, cascade briefings and the like to keep people engaged and informed, but not too much information – this can also have an adverse affect – but we’ll get to that in another post!