Change management communications need to be targeted to each segment of the workforce, and delivered in a two-way fashion that allows people to make sense of the change subjectively.
Change is really a people process, and people being creatures of habit are typically resistant to adopting new mind-sets, practices, and behaviors.
The emotional phases employees go through during organizational change
Emotional and rational case for organizational change – align the rational and emotional elements
Organizational change will be extremely difficult in most cases if managers rely only on making a case to the rational, analytical, problem-solving side of the brain. Instead, they must also make an emotional case for change and align the rational and emotional elements of the appeal.
It can’t be presented as another “program of the month” that they will have to live through. Bringing the details of what will change – and what won’t – into the presentation allows leaders to paint a vivid picture of what the change means for employees personally, not only why it benefits the business.
The hard truth is that most change initiatives are done “to” employees, not implemented “with” them or “by” them. Although executives are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chance will likely dig in its heels.
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