managing change
It was the Greek philosopher Heraclitus who was known for his doctrine that change is central to the universe. Among his many writings, he stated that nothing remains the same and that everything changes. Now, nearly 2,500 years later managers in all aspects of business continue to philosophize about the best ways to understand and manage change. We could say that one thing has in fact remained unchanged, and that is our constant struggle to understand and manage change.
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Understanding and managing change
Change can come in almost any form, ranging from barely noticeable to transformative. Some common changes within the workplace involve reorganization within departments, revised processes, integration between systems, approval of research protocols, adoption of new technology, and improvements to a facility. Changes can occur through an elective process, such as a clinic choosing to expand its footprint or services. Or, change can come about because of a mandate such as the required adoption of electronic health records. Understanding the reason for change and the process is an important first step to successfully managing it and determining an implementation plan. While complicated descriptions of the change implementation process exist, a simplified version of the implementation process can be described in five simple steps: assessment, preparation, plan, implementation and evaluation. However, the way in which leaders follow these steps through implementation is critical.
Promoting change can be both demanding and fatiguing. People do not resist change in general, they resist change that they either don not understand or do not feel is beneficial. What may seem like a minor or insignificant change to one person, may cause major changes for another. Employees want to understand the reason for change and how it will affect them. If you are able to effectively communicate what change means, your chances of successfully managing change increases significantly. There is an adage that says, “Sell, don’t tell,” which challenges leaders to help employees understand the reasons for change and why it is necessary.
A metaphor that aptly describes the dynamics and importance of change is the difference between rivers (change) and puddles (stagnation). According to Ann Rogerson, a professor in the School of Business Management with the University of Wollongong in New Zealand, a flowing river represents continuous yet incremental development and refinement of a moving force. Rivers are constantly renewed with fresh water, are influenced by internal and external forces, and can adapt as necessary to the environment, always moving toward an end point. Rivers can be redirected, harnessed, channeled, and reused. In contrast, a puddle contains stagnant water that is never renewed and has no ultimate destination without external help. Puddles are limited by boundaries, cannot effectively adapt, and will eventually evaporate. Rivers can be mapped and understood whereas puddles are directionless and largely without purpose. Using the metaphor of rivers and puddles to characterize the depth and dynamics of change, can help illustrate the complexity of change to those who are directly involved in implementation, or those who are affected on the periphery.
However an organization chooses to define and understand change, there are a handful of common and effective strategies that leaders can practice to optimize their success with change management. Change does not happen in isolation, but rather it impacts the entire organization and systems around it. The following strategies should be applied throughout the change process, and can greatly improve one’s ability to successfully manage change.
Establishing a clear plan
When faced with the necessity for change, be sure to set a clear vision and strategy for moving forward and be certain how you want to implement the change. It is very important to communicate the change clearly so your employees understand why it is necessary and how it will affect them. During implementation we should set up milestones, encourage regular progress reports, and reward achievements. To help keep the plan on track, consider using project management tools such as spreadsheets, shared drives (on a server or cloud-based), and flowcharts. The selection of project management tools should depend on the team members and leadership preferences and work style.
Understanding the people and the culture
Every river flows differently and every organization and workforce is different. While we need to avoid the fallacy of “terminal uniqueness”, differences exist and it is important to accommodate those nuances. Autocratic or authoritarian leadership styles are generally ineffective and subject to failure, but this is especially true during times of change. While it may seem easy to bark orders and demand outcomes, that is the fool’s way of motivating stakeholders during times of stress and change.
A good leader must not only understand the people and the company’s culture, but actually show they understand through their actions. This builds trustworthiness. Establishing structure and a consistent style of communication that is in tune with corporate culture will ensure progress. A leader should display confidence in their plan and decision-making, but also show humility and a willingness to accept input. Creating opportunities for employee feedback makes them feel valued and part of the process, creating champions for change.
Concise and timely communication
According to George Bernard Shaw, “The single biggest problem in communication is the illusion that it has taken place.” Change management requires thoughtful planning, quick thinking, and agile maneuvering. Often, the high stakes, stress, and excitement of change in health care can hinder communication and individuals may quickly find themselves uninformed. Surveys show that communication is the most important factor in the success of managing change and building trustworthiness. It is up to leaders to find the most effective way to communicate concise and timely information surrounding changes so nobody is inadvertently left out of the loop.
We may need to adapt your method of communication to individual people so it is important to understand how they best absorb information. This may also mean using a variety of strategies to communicate with employees. Providing concise and timely information is one of the best ways to create trust and confidence during times of change. Leaders should communicate consistently, and not just when there is news to share. This can be done through routine newsletters, regular meetings, individual check-ins, intranet announcements, and in-services. Some employees may prefer in-person communication, while some may be content with email. Some may understand graphical information best, whereas some may prefer text. Effective communication may be one of the most important aspects of change management, yet it is often taken for granted or ignored entirely. As leaders, we should show progress on tasks and incremental achievements that build confidence surrounding change.
Anticipating needs
The best leaders are the ones who anticipate needs rather than react to them. While this is often easier said than done, our ability to plan and avoid mistakes will prove incredibly valuable while managing change. A common complaint is that organizations tend to be too reactive, which assumes they are not behaving proactively. Ironically, when an organization or leader is successfully proactive, the results are likely not noticed at all. Poor planning done by one person can lead to frustration for another. This will result in a loss of trust stock.
During the process of assessing the impact of change a leader should consider the butterfly effect of their actions. Any change, no matter what size, may in fact inadvertently impact an individual, department, or process elsewhere in the organization unbeknownst to the original catalyst. It is important to strategize about these effects and as a result anticipate the needs of those directly affected along with those on the periphery. Not anticipating needs can be disastrous and lead to a lack of confidence among employees. A lack of confidence in leadership can undermine the best-laid plans and set off a lack of employee commitment.
Adaptive management
Leaders who can adapt and thrive in challenging environments by applying a heuristic problem-solving process will be more successful than those who are rigid and unwilling to think creatively. The framework of adaptive leadership compares the differences between technical and adaptive challenges. This framework describes a technical challenge as something that can be solved with a single fix or solution—such as changing a tire on a car when you get a flat, or upgrading a computer processor to improve speed.
An adaptive challenge does not have a defined solution, but requires creative problem solving and the application of a tailored approach to influence and inspire the people involved. Even after careful assessment and clear planning, the need for an agile response and adaptive management will be critical for a successful implementation. Chaos theory states that behavior in dynamic systems is highly sensitive to initial conditions, and outcomes are almost impossible to replicate. Whether the change warranted is elective or mandated, each situation is unique and subtle nuances will exist. Whether change involves technology, finances, or individuals, a good leader will deploy adaptive management techniques to closely monitor and respond to the change process to insure optimal outcomes.
Change can come in almost any form, ranging from barely noticeable to transformative. Some common changes within the workplace involve reorganization within departments, revised processes, integration between systems, approval of research protocols, adoption of new technology, and improvements to a facility. Changes can occur through an elective process, such as a clinic choosing to expand its footprint or services. Or, change can come about because of a mandate such as the required adoption of electronic health records. Understanding the reason for change and the process is an important first step to successfully managing it and determining an implementation plan. While complicated descriptions of the change implementation process exist, a simplified version of the implementation process can be described in five simple steps: assessment, preparation, plan, implementation and evaluation. However, the way in which leaders follow these steps through implementation is critical.
Promoting change can be both demanding and fatiguing. People do not resist change in general, they resist change that they either don not understand or do not feel is beneficial. What may seem like a minor or insignificant change to one person, may cause major changes for another. Employees want to understand the reason for change and how it will affect them. If you are able to effectively communicate what change means, your chances of successfully managing change increases significantly. There is an adage that says, “Sell, don’t tell,” which challenges leaders to help employees understand the reasons for change and why it is necessary.
A metaphor that aptly describes the dynamics and importance of change is the difference between rivers (change) and puddles (stagnation). According to Ann Rogerson, a professor in the School of Business Management with the University of Wollongong in New Zealand, a flowing river represents continuous yet incremental development and refinement of a moving force. Rivers are constantly renewed with fresh water, are influenced by internal and external forces, and can adapt as necessary to the environment, always moving toward an end point. Rivers can be redirected, harnessed, channeled, and reused. In contrast, a puddle contains stagnant water that is never renewed and has no ultimate destination without external help. Puddles are limited by boundaries, cannot effectively adapt, and will eventually evaporate. Rivers can be mapped and understood whereas puddles are directionless and largely without purpose. Using the metaphor of rivers and puddles to characterize the depth and dynamics of change, can help illustrate the complexity of change to those who are directly involved in implementation, or those who are affected on the periphery.
However an organization chooses to define and understand change, there are a handful of common and effective strategies that leaders can practice to optimize their success with change management. Change does not happen in isolation, but rather it impacts the entire organization and systems around it. The following strategies should be applied throughout the change process, and can greatly improve one’s ability to successfully manage change.
Establishing a clear plan
When faced with the necessity for change, be sure to set a clear vision and strategy for moving forward and be certain how you want to implement the change. It is very important to communicate the change clearly so your employees understand why it is necessary and how it will affect them. During implementation we should set up milestones, encourage regular progress reports, and reward achievements. To help keep the plan on track, consider using project management tools such as spreadsheets, shared drives (on a server or cloud-based), and flowcharts. The selection of project management tools should depend on the team members and leadership preferences and work style.
Understanding the people and the culture
Every river flows differently and every organization and workforce is different. While we need to avoid the fallacy of “terminal uniqueness”, differences exist and it is important to accommodate those nuances. Autocratic or authoritarian leadership styles are generally ineffective and subject to failure, but this is especially true during times of change. While it may seem easy to bark orders and demand outcomes, that is the fool’s way of motivating stakeholders during times of stress and change.
A good leader must not only understand the people and the company’s culture, but actually show they understand through their actions. This builds trustworthiness. Establishing structure and a consistent style of communication that is in tune with corporate culture will ensure progress. A leader should display confidence in their plan and decision-making, but also show humility and a willingness to accept input. Creating opportunities for employee feedback makes them feel valued and part of the process, creating champions for change.
Concise and timely communication
According to George Bernard Shaw, “The single biggest problem in communication is the illusion that it has taken place.” Change management requires thoughtful planning, quick thinking, and agile maneuvering. Often, the high stakes, stress, and excitement of change in health care can hinder communication and individuals may quickly find themselves uninformed. Surveys show that communication is the most important factor in the success of managing change and building trustworthiness. It is up to leaders to find the most effective way to communicate concise and timely information surrounding changes so nobody is inadvertently left out of the loop.
We may need to adapt your method of communication to individual people so it is important to understand how they best absorb information. This may also mean using a variety of strategies to communicate with employees. Providing concise and timely information is one of the best ways to create trust and confidence during times of change. Leaders should communicate consistently, and not just when there is news to share. This can be done through routine newsletters, regular meetings, individual check-ins, intranet announcements, and in-services. Some employees may prefer in-person communication, while some may be content with email. Some may understand graphical information best, whereas some may prefer text. Effective communication may be one of the most important aspects of change management, yet it is often taken for granted or ignored entirely. As leaders, we should show progress on tasks and incremental achievements that build confidence surrounding change.
Anticipating needs
The best leaders are the ones who anticipate needs rather than react to them. While this is often easier said than done, our ability to plan and avoid mistakes will prove incredibly valuable while managing change. A common complaint is that organizations tend to be too reactive, which assumes they are not behaving proactively. Ironically, when an organization or leader is successfully proactive, the results are likely not noticed at all. Poor planning done by one person can lead to frustration for another. This will result in a loss of trust stock.
During the process of assessing the impact of change a leader should consider the butterfly effect of their actions. Any change, no matter what size, may in fact inadvertently impact an individual, department, or process elsewhere in the organization unbeknownst to the original catalyst. It is important to strategize about these effects and as a result anticipate the needs of those directly affected along with those on the periphery. Not anticipating needs can be disastrous and lead to a lack of confidence among employees. A lack of confidence in leadership can undermine the best-laid plans and set off a lack of employee commitment.
Adaptive management
Leaders who can adapt and thrive in challenging environments by applying a heuristic problem-solving process will be more successful than those who are rigid and unwilling to think creatively. The framework of adaptive leadership compares the differences between technical and adaptive challenges. This framework describes a technical challenge as something that can be solved with a single fix or solution—such as changing a tire on a car when you get a flat, or upgrading a computer processor to improve speed.
An adaptive challenge does not have a defined solution, but requires creative problem solving and the application of a tailored approach to influence and inspire the people involved. Even after careful assessment and clear planning, the need for an agile response and adaptive management will be critical for a successful implementation. Chaos theory states that behavior in dynamic systems is highly sensitive to initial conditions, and outcomes are almost impossible to replicate. Whether the change warranted is elective or mandated, each situation is unique and subtle nuances will exist. Whether change involves technology, finances, or individuals, a good leader will deploy adaptive management techniques to closely monitor and respond to the change process to insure optimal outcomes.