In a world where change is a given, managing the process can still prove difficult, especially when dealing with those who resist change. For leaders in volunteer organisations such as Rotary, this can be challenging, but research shows that there are key actions that can be taken manage change effectively.
The recommended steps are:
- Explain the change so that others understand and cooperate
When change is announced, people immediately ask themselves “How does this affect me?” Addressing concerns openly and honestly can help reduce uncertainty and mistrust. People are more receptive to change when they understand the logical reasons and thinking behind it, which in turn can lead them to thinking about what they have to do to make the change successful
The way you handle this key action will set the tone for the rest of your discussions. Communicate to people, from the outset, that you appreciate their feelings and value their right to understand what is happening.
First, describe the change and its background and why it is needed. This helps people see the big picture. Then specifically describe how they will be involved in the change.
It doesn't hurt to describe a change in its best light, as it is good sense to make sure everyone understands the benefits to be gained from the change. But don't paint a partial or too rosy a picture, as people don’t react well to being misled. It is far better to present both the negatives and positives of the situation to build trust.
- Handle objections to the change
Ask for reactions to the change. Explaining a change and its impact should not be just a “show and tell” exercise. Because change temporarily disrupts and complicates things, people need access to the right information if they are to respond positively. They need an opportunity to ask questions and get answers, not just be “talked at”.
By asking for reactions to a change you create an atmosphere of openness. By listening to what people say, you help them feel more involved in the change and you find out if they have any concerns or misunderstandings. You also communicate that airing concerns is okay. Even if nothing new surfaces, the fact that you really listen to people's thoughts and feelings goes a long way to reinforcing trust.
Using open-ended questions stimulates discussion. If new information or an overlooked issue arises, give credit to it. Let people have their say and do not treat people who have objections harshly or unfairly, as this will only destroy the work you have done.
- Collaborate on how to make the change go smoothly
It is important to get people thinking and talking about what they can do to make the change work. A bias for action will help avoid unproductive deliberation. Ask for implementation ideas directly and ask what could be incorporated into the plan. Listen and respond actively.
- Gain commitment to support the change
The key is to ask for support and commitment, as it can maintain understanding in the group, even when some people are not 100% in agreement with the change. One approach might be to say, “It seems we are all clear on what needs to be done. I need your support on this or it won’t work. Can I count on your help?”
- Follow-up by monitoring the plan and reinforcing progress
The job is not over because you have introduced a change and made some plans. You need to manage the implementation. The people involved in the change need your personal attention as well. Tensions and fears may increase as the change process moves towards completion. People also deserve, individually and collectively, your recognition and appreciation for progress made.
Give high priority to the follow-up process and allocate sufficient time to hold meetings and keep closely in touch.