People don’t resist change. They resist being changed! – Peter Senge
Change is a common occurrence for every organisation, but the way change is implemented can take on many forms. If poorly managed, change can result in costly mistakes. Employee buy-in and participation is critical to ensuring changes made in your organisation are successful.
Organisations change and adapt in many ways, including their strategy, operations, technology and behaviour. Change can be big or small and can occur over any time frame – it can happen instantly or may take years to implement. Regardless of the type or size of change, dealing with the perceptions of those involved can make the difference between success and failure.
Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively manage objections. Understanding the most common reasons people object to change gives you the opportunity to plan your change strategy to address these factors.
A lack of employee involvement and empowerment in the change management process can cause major setbacks
When you invite employees to actively participate in a change process, it increases the likelihood that employees will accept the changes being made. By openly requesting feedback, you are demonstrating that you value employee input and you want to include everyone in the change process. Involvement encourages individuals to embrace change, in spite of the work it entails, because they have personal ownership.
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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The key to change management – employee buy-in and participation — http://www.torbenrick.eu/t/r/slz