Gaining Support and Attitude: The Unknown Secret to Effective Change Management.

Change. That phrase has the power to chill even the most flexible worker. Often, how a change is implemented is more problematic than the change itself. We’ve all seen great ideas go down the drain when they were pushed down our throats without the slightest acknowledgement or support. 

So, how can we make sure that everyone emerges from the turbulent waves of transition with a sense of hope and empowerment? Changing people’s hearts and minds is the solution in Change Management.

The majority of people don’t like change, and that is true. It can set off a primitive “fight or flight” reaction in us, making us feel uneasy and possibly in danger. Aversion to the unknown, unpleasant memories from the past, or even personality differences (some people just roll with the punches better than others) can all contribute to this dread. 

 So, how do we get beyond these obstacles and have a more satisfying experience with change?

The Influence of Champions: Your Support Group 

Consider a pie chart. Approximately 15% of your team members are inherently proponents of change. They’re willing to get their hands dirty because they see the advantages and the need. They are your supporters; they see challenges as hurdles to be cleared rather than walls to be scaled. Their zeal is infectious, and given the correct resources, they can turn into your advocates, inspiring others and disseminating the word.

Those indecisive: Receptive to Persuasion 

15% more people are in the “undecided” group. They may not believe the change is necessary or that it won’t have a significant effect on them. But there’s also room for influence with this group. They’re willing to consider all viewpoints before determining whether the change is for the better or worse.

The Resistors: Handling Opposition 

The resisters make up the last 15%. They perceive the shift as a danger that will have an adverse effect on them. They may take on the role of outspoken impediments, aggressively opposing change and even undermining the endeavour. But not every resistor is made equally. Some people might just be resistant to the argument and act defensively as a result. 

Where to Concentrate Your Change Management Initiatives: Illuminating the Appropriate Individuals 

Alright, so there is a variety of personalities among you. Who is your primary focus? You might be surprised to hear that everyone. However, a strategic order can be useful when resources are limited.

Our suggestion? Begin with the supporters. Accept them, take care of them, and arm them with the knowledge they require to become your change agents. Allow people to personalise the message and interact with others, especially the unsure. Provide pertinent information and success stories to support their points. Remember to discuss the emotional as well as the rational sides of change. You’ll be well on your way to shifting the balance in favour of change by arming your champions.

Taking on the Indecisive: Establishing Critical Mass 

Once your champions are on board, focus on others who aren’t sure. Critical mass, or the tipping point at which the majority accepts the change, becomes important at this moment. You may encourage kids to become advocates yourself by listening to their worries and giving them precise information.

Recognising Resistance: Face Your Fears Head-On 

Admittedly, resistance is a normal aspect of change. Recall that because of the way our brains are structured for survival; we react in a fight-or-flight manner to any perceived threat. Here’s a useful checklist that David Rock is said to have created that can help with these fears:

Present Situation: 

What effect would this change have on my standing in the organisation? Make careful to emphasise the advantages of their new position and how others would perceive it.

 Confidence: 

Realities as opposed to fiction. Communicate clearly and factually to counter disinformation. Close the information gap to stop the negative from getting worse.

 Independence: 

 What say am I allowed to make? Give your staff a say in the course of the transformation. Ask for their opinions and suggestions on how to ensure that everyone has success in the new setting.

 Connection: 

 Do I fit in, or am I left out? Make sure everyone is included in the process and receives appropriate communication to promote a sense of inclusion.

 Equity: 

Do I receive different treatment? Resentment is bred by unfair treatment. Make sure the change is handled ethically and that everyone is affected equally.

The key is empathy. Even if there may still be some resistance, expressing empathy and resolving issues are very beneficial. To address any unjustified resistance, forceful leadership interventions may be essential; these must always be handled with respect and understanding.  Changing direction doesn’t need using force. Gaining acceptance and understanding one discussion at a time is the goal. You can guarantee your change endeavour sails smoothly towards success by empowering your team, eliminating anxieties, and encouraging open communication. However, by attending LBTC Change Management course you will orchestrate the bigger picture of change courageously transforming beyond the current state.