Article

FacilitatingChange

Wan Ainun Zarina Wan Ahmad Radzi, 20 February 2015

Ainsight Resources Plt

Having worked in different areas of change management for more than 20 years as a consultant, I have seen individuals and organizations embark on change efforts, some more successful than others. Now most change efforts thankfully involve the C-Suite and the approach seems to be more realistic than it is academic. Success in change efforts comes through when there is a high sense of introspection, inclusion and involvement that results in high commitment to the change initiatives.

Helpful hints on change for change leaders and change agents at different levels of the organization :

  1. Undertake an organization-wide health check – a diagnosis to address the cause rather than its symptoms will assist in providing crucial data for the change leaders to take relevant actions
  1. Co-creating the preferred future: – Long lasting change involves a process of co-creation between the leaders and critical members of the organization. The engagement from a carefully conducted conversations can bring about invaluable insights that may not be in the radar of leaders ; saving the organization the pain of discovering a hidden landmine of issues.
  1. Understanding and Managing Resistance :- understanding that resistance is a natural psychological response to change. treating resistance to change as helpful information to address issues and emotions that the change brings about.
  1. Providing multi-platforms to communicate the change and for those involve to clarify, question and understand the change and its impact, especially on them. Change b rings about the ‘fear of the unknown’. The multi-platforms and constant communication can bring about clearer information and comprehension on the change and its impact.
  1. Having the fortitude to follow through the changes and not expect quick fixes. Some change leaders lose their stamina to follow through changes as not applying 1-3, the resistance will tire them and the tell-and-yell approach has its limits. The leader must sincerely believe that the change is for the better and be congruent in his/her communication of it. Otherwise, it would be extremely draining and superficial.

In order not to sound cliché, I fall back to a practitioner’s approach to change. Change needs to be carefully orchestrated and sincerely facilitated with the best of intentions meant for all stakeholders involved. Directed change may be necessary in some cases, facilitated change is preferable.

 

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