This article has been written by Shilpa Sapre-Bharmal pursuing a Startup Generalist & Virtual Assistant Training Program from Skill Arbitrage.

This article has been edited and published by Shashwat Kaushik.

Introduction

In 1946, Viktor Frankl published ‘Man’s Search for Meaning’, a book that describes the response of the prisoners in the Nazi Concentration Camps to their changed lives and the resulting uncertainty of life. They go through the stages of Shock, Denial, Apathy and finally, Disillusionment after their release. The common reaction to change is also similar in the business environment. The theories of change management seem loosely based on grief management since ‘change’ stands for discomfort/inconvenience for most of the employees. Therefore, the reaction to change goes through similar phases of shock or denial, anger at the discomfort, acceptance and commitment to change. However, the journey from the first to the last stage can be time-consuming, unhealthy and harmful for most companies.

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Change in organisations

Change is inevitable in the current business scenario due to various reasons. Globalisation has resulted in a paradigm shift for businesses. It has brought about a technological revolution, enlarging the scope, changing the basic management concepts, changing the perception of time and space, and thereby, affecting all the stakeholders completely. It has also affected the availability and validity of information and knowledge. The processes have changed, undermining the importance of human capacity and scholarship. Organisations that adapt to change gain a competitive advantage over others. If not, they will get left behind with losses in profit and demoralised employees.

Generally, the changes in any organisation can be classified as strategic changes, structural changes, technological changes, individual changes and remedial changes. These changes require specific management since they are driven by distinct factors. E.g. Strategic changes are policy changes or changes in certain business processes. These may be entirely internal changes. On the other hand, technological changes are mostly driven by external, global factors. Therefore, both require different management. There are also unexpected or accidental changes. They need change management along with crisis management.

Change management

Change management (CM) ensures a smooth transition in a changed environment. It allows control over the process of transition. Implementing and monitoring the responses can become easier with the skeletal structure. The general definition of change management redefines the way resources are utilised or processes are restructured. “Change management is a collective term for all approaches to prepare, support, and help individuals, teams, and organisations make making organizational change.” Though there have been scholarly discussions about and around change management since the early 1960s, they were mostly based on grief management. However, later, several models specifically for change management were designed.

Kubler Ross’s Change Curve Model (1969) cites the similarities between the grief -stricken people and the employees undergoing change.

Another seminal work, ‘Leading Change’, was published in 1996 by John Kotter, in which he presented the famous 8 stage model for change management.

The 8 stages:

  • Create a sense of urgency
  • Build a guiding coalition
  • Form a strategic vision and initiatives
  • Enlist a volunteer army
  • Enable action by removing barriers
  • Generate short-term wins
  • Sustain acceleration
  • Institute change

Adakar’s change management model emphasises five key areas – Awareness, desire, knowledge, ability and reinforcement.

Then there are several other models, like McKinsey & Company’s 7-S Framework, Kurt Lewin’s Change Model, Satir Change Management Model and William Bridge’s Transition Model.

All these models may look different. However, they seem to have the same underlying principles.

Principles of change management

These principles deal with the elements which have universal significance.   

  • Human element is important in change management.
  • Address and present the issue rationally.
  • Change should start with the leader.
  • Everyone should be involved.
  • Assign accountability of change.
  • Communication is important in CM.
  • Assess the cultural landscape.
  • Address individuals.
  • Prepare the unexpected.

These principles drive the plans and implementation of the intended change in the organisation. The following steps are suggested by most of the change management experts.

Understand change

  • Understanding change involves thorough study of the proposed change, including its scope, duration and ROI, or change benefit.
  • It is also crucial to assess the impact it may have on the stakeholders and the organisation.
  • The human side is of vital importance for the change to be successfully implemented. Expect resistance to change as a human characteristic.
  • It is also important at this point to study the socio-cultural and political environment as well.

Plan change

  • Planning involves not only physical structure on a piece of paper but also building a team of Change Leaders to support the change.
  • A cross-section of all the stakeholders should be involved.
  • The timing of implementation also plays a significant role.
  • A strategy to communicate change should be prepared.
  • Finally, a proposal to implement change should be prepared.

Implement change

  • Communication plays an important role at this stage. Keep the stakeholders updated on the change. Use all the possible tools.
  • Make it personal for every member, highlighting the changes and benefits.
  • Educate and train people to accept and implement the change.

Monitor and analyse change

  • After implementation, it is necessary to assess the impact and the outcome. Its comparison with the expected outcome on qualitative and quantitative metrics will indicate success or failure of change management.
  • For long-term changes, modifications can be made in the process, if necessary, to ensure success.
  • Constant monitoring will also avoid unexpected or undesired responses from the stakeholders.

Strategies used in change management

Change management strategies largely hinge on robust communication within an organization and with all stakeholders. Sonya Krakoff, a content marketing specialist, provides valuable insights into these strategies in her article titled “The 10 Best Organisational Change Management Strategies.”

At the core of these strategies lies the emphasis on transparent and open communication. Management is encouraged to be forthcoming with information, ensuring that all employees and stakeholders are well-informed about the change process. This transparency builds trust and reduces resistance, as individuals feel valued and respected.

Communication is not merely about sharing information but also about actively listening and seeking feedback. Management should create opportunities for employees to express their concerns, suggestions, and ideas. This participative approach not only captures valuable insights but also fosters a sense of ownership and commitment among the workforce.

Telling the truth is another crucial aspect of communication in Change Management. Organizations must resist the temptation to sugarcoat or downplay the challenges associated with change. Instead, they should acknowledge the difficulties honestly and provide a realistic picture of what lies ahead. This approach builds credibility and ensures that employees are prepared for the journey ahead.

Inviting participation is yet another strategy highlighted by Sonya Krakoff. Employees should not be mere recipients of information but active participants in the change process. Engaging them in decision-making, brainstorming sessions, and pilot programs helps create a sense of ownership and buy-in. It also taps into the collective knowledge and expertise of the workforce, leading to better outcomes.

These strategies collectively emphasize the importance of a well-crafted communication plan. Effective communication is the bedrock upon which successful organizational change is built. By fostering transparency, listening actively, telling the truth, and inviting participation, organizations can navigate the challenges of change more effectively and emerge stronger on the other side.

Role of communication in change management

The human factor in change management is of utmost importance. Most of the time, there is resistance to change on an individual as well as an organisational level. The causes of resistance range from habit, fear of the unknown to the inertia of the stakeholders. However, all these barriers can be handled with effective communication. All the stakeholders, internal as well as external, can be catered to with proper and timely communication. Greg G. Wang and Judy Y. Sun have asserted the significance of communication in their article “Change Management”- “Communicating the right message at the right time is critical in change management. It involves building awareness of the change and the risk of maintaining the status quo.”

Communication can be of vital importance due to its multiple functions. Every organisation undergoing change should have a change communication plan. “Change management communication, or change communication, is all the ways that we share messages and help our companies through transformation or change.”

Addressing the human factor

Business organisations are primarily about people. They are the driving force and the human asset of a company. If there is change, they are the first ones to get affected. Therefore, communication plans should address them first and foremost. Before implementing change, using tools and channels such as house journals, articles, face to face communication, etc., the stage can be set for the change.

Maintaining transparency

Transparency breeds trust. The change management team should keep the stakeholders informed. Before the change, they should make their vision clear. In departmental meetings, individual sessions can be conducted, along with broader platforms like public interviews, podcasts and press notes that should be used as a vehicle for transparency.

Creating a semblance of democracy

Communication can be used to create a sense of participation. Direct orders can question the motives for change as they are one-sided. Interaction will allow the stakeholders to express their doubts, complaints and queries. Asking for their opinions and entertaining their complaints will spread democratic vibe.

Building a team

Change management needs opinion leaders to succeed. A strong team of supporters can make the change possible with the least friction. The team should be equipped with all the necessary information about the change (what is the change, how will it benefit the company and the individual, what are the expectations, etc.)

Conveying policies of the organisation

The motive behind the change should be clear. It should be conveyed in precise language. Once the objective is clear, there will be more positive sentiment among the internal and external public.

Explaining change benefits

This function is crucial since it deals with the professional, commercial side of the activity. Every person affected by change should know what’s in it for him/her. Then it will become personal for everyone. It will be easier for them to digest the change once the profits are explained.

Boosting morale of the employees

Once the change is rolled out, the morale of the employees drops. There is scepticism, doubt and anxiety. Effective communication can be used to deal with their doubts. Most of the employees will have ‘wait and watch’ policy. Therefore, communication plan should have periodic action plan. Instead of rushing the change, all the steps should be paced properly. 

Reaffirming the trust of internal and external public

The change not only affects the employees but also other stakeholders like financial institutions, governmental bodies, stockholders, etc. Through proper and effective communication, they can be kept updated at each stage of change and development. These efforts will create trust and assurance, and the organisation will be able to retain the faith they have.   

Counselling for feeling of safety and security

Insecurity about a job can be a chief reason for resistance to change. If the change benefits and status quo after change is explained properly, by citing examples, or by showing quantitative data and its analysis, there will be less uncertainty. Personal and professional counselling can be helpful in cases of change for the individual employee facing a change in status or portfolio.

Training and educating the employees

In the case of physical or mechanical changes, it is required that the employees be educated and trained for the change. E.g., the digital revolution required special training at the beginning of the 21st century.

Collecting feedback from the employees

Collecting feedback from stakeholders is extremely important in CM. Even though the change is implemented, its success or failure is to be measured for future modifications. This especially applies to long-term changes. Feedback should be collected periodically to monitor the changes at 3 stages.

  • Feedback during preparation.
  • Feedback after implementation.
  • Continuous feedback at predetermined, periodic stages.  

Conclusion

Change can be hazardous if not treated with timely and effective communication. Change requires that it be managed through a proper plan that is executed with consistent efforts and with participation from every member of the organisation. The human factor should be handled delicately. Communication can be an effective tool that needs to be used in all stages of change management.

The above list is not conclusive but surely it shows the significant role of communication in change management. After all, Viktor Frankl’s victims of the concentration camp could survive due to his communication and counselling.

References

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