By Michael Tonkin
Let’s imagine you have implemented a major change in your department or across the organisation. Before launching the change, you know that some individuals would fully embrace the change while others would be less positive. And despite your best efforts to engage the team, create urgency and explain the why, the change has launched and the team is experiencing similar and different psychological states. What do you do?
The Four Different Psychological States
Tracking The Different States
One approach is to plot the team against the four different psychological states over time to understand the team, literally using a percentage score for each of the four states. This can not only give you an ongoing temperature check on the change health of your team but also allow you to plan your next move at the individual level.
See the following Change Scorecard that can be used at the business unit level. In this example, individual change champions were deployed to visit each business unit to assess the level of support/resistance to the change.
Assessing the awareness that change is necessary
What is your understanding of the … change that your business unit is going through right now?
In your opinion, what are the benefits of the change?
Assessing the desire to change
How do you as the manager feel about the change? How has it impacted you? Do you see it as positive or negative?
Observe the team members and their demeanour
What does the business unit feel like? What is the pulse?
Assessing the knowledge of how to change
What tools do you as manager need to be successful in the change?
Overall change progression
Consolidate Gains and Produce More Change
The consequences of letting up can be very dangerous. Whenever you let up before the job is done, critical momentum can be lost and regression may soon follow. The new behaviours and practices must be driven into the culture to ensure long-term success. Once regression begins, rebuilding momentum is a daunting task.
Instead of declaring victory and moving on, effective change leaders will launch more and more ideas to drive the change deeper into the team/organisation. They will also take the time to ensure that all the new practices are firmly grounded in the culture.
Often, people feel satisfied with the change effort and do not build the roots that will make the change stick. Their efforts will be wasted when people revert to their old habits. Know what the winning behaviours are, the actions that need to be sustained and how you will model the new behaviours. Eventually, through such relentless efforts, the change will sink in and the old ways will be replaced by the new culture.
To embed the change and ensure that it sticks, you want to consciously acknowledge lessons learned and improved ways of working. Ask yourself these questions:
This blog is taken from our Leading Change eBook. Download your copy today.