The program last week was based on the responses of a 50+ person group that took our Workplace Communication Assessment (a freebie on www.usingthefourconversations.com). The #1 issue for managers – and #2 for staff – sounded familiar. They all agreed on this:
“Changes are implemented without discussing them with the people whose jobs will be affected by the change.”
This complaint is often associated with workforce discouragement, where managers and staff no longer even try to do anything about gaining a say in a change proposal. Then we hear the popular criticism of “Change for the sake of change”, and everyone rolls their eyes when they hear another one coming. What to do?
- Initiative conversation. When introducing a change, link it to a mission, goal, or objective. Every change needs a context that is clearly stated and easy to recognize as something important and worthwhile.
- Understanding conversations. Schedule one or more dialogue meetings with the people whose work will be affected by the change and the people who will be implementing the change. NOTE: That’s a dialogue, not an announcement or a speech. The people whose work will be affected will tell you why the change will never work. That’s exactly what you want! Here’s how to conduct those dialogues:
- Write down each specific reason for “Why It Won’t Work” on a whiteboard or a computer screen that everyone in each dialogue can see.
- Keep adding to the list with every dialogue, and letting everyone see the growing list. Encourage them to make revisions, clarify the items, and add to the list.
- After everyone has weighed in, send out the finished list and ask people to rank the items from 10 – “The Real Reason It Won’t Work”, down to 1 – “A Possible But Unlikely Reason It Won’t Work”.
- Post the new rankings of “Reasons It Will Never Work” in a place where everyone can see it, along with this question: “If we work together to handle each of these items, can we make this change work?”
- Performance conversations. Make a request to everyone who participated in the “Why It Won’t Work” dialogues. Ask, “Who is willing to take on some of the tasks of either implementing the change or resolving those barriers on the list?” Make agreements with those who are willing to come on board, and don’t be mad at the others who are holding back for a while longer.
- Closure conversations. Start having regular “Change Implementation” meetings to review the necessary tasks, assignments, and agreements with other groups to make the change happen. Check things off task and barrier lists, say Thank You a lot, and keep your list of assignments, deliverables, and agreements up to date. Then go back to Step 1 and re-introduce the change; Step 2 to talk about what needs attention now that things are underway; and Step 3, inviting others to step in to adopting a task or process.
We humans are so funny. We want to keep things the same. And we want to be part of changing things. Resistance is fun – and so is the game of making things work. Help people join the game.