The bridge of change

People may like new clothes or a change in hairstyle, but when it comes to their work, most people prefer things as they are. Whether you’re merging your organisation with another or introducing new technology or new ways of working with customers and suppliers, change makes its recipients uncomfortable – after all, they don’t know for sure what their working lives will be like once the change is in place.

When people don’t understand what is happening or why it’s happening, it makes sense to cling to ‘the old ways’ with all your might - that’s why communicating before, during and after a change is so vital. People resist what they haven’t had a part in creating - that’s why involving people is so important.

Yet all systems must grow and develop or they will die -- including organisations. Those that don’t develop and move forward are destined to wither and disappear. This makes strong change management skills a must-have for HR people.

Use the image of a bridge to help you introduce and manage change. On one side of the bridge is the old and on the other, the new. Your goal is to help people leave “the old ways” behind, cross the bridge quickly, and grasp what lies on the other side - the new - with energy and commitment.

Step 1:

Help People onto the bridge

People generally feel abandoned, anxious and bewildered when change looms. They may feel dismayed about having to learn new skills, new approaches, new methods, or new technology, or worried about having to work differently or harder.

Letting go of the old ways of doing things, old work groups and old routines can be difficult and painful. Yet people can’t move forward until they let go. Your goal is to help people make a break with the way things used to be so they can move forward. To do this, you must paint a clear picture of what their working lives will be like after the change.

Provide plenty of information about what life will be like on the other side of the bridge. What lies ahead for them, personally as well as for their team, their department, and their customers? How exactly will the change affect their work habits, routines and relationships? What specifically is expected of them in the way of learning new skills, or working with new colleagues or systems? How will you measure their performance? What do they and their customers stand to gain? Explain what won’t change, too, to provide a sense of certainty.

Step 2:

Help people cross the bridge

The bridge itself is the transition from the old to the new. It’s a neutral zone where people often experience a sense of unreality, emptiness and confusion. As the world as they know it is falling apart, they grapple with the changes, groping for how to manage them and trying to find a new comfort zone. Not surprisingly, people often “go through the motions” as if in a state of shock while they’re on ‘the bridge’.

Your goal is now to speed them over the bridge and help them step off it as quickly as possible. Calm their disorientation by providing as much stability and routine as you can. Set clear short-term goals for the change to provide a sense of progress and achievement. Keep communicating. Involve people in deciding what needs to happen to implement the change and make it work. Treat everyone as a source of creative input and find ways for everyone to contribute.

With a clear way ahead, a sense of hope begins to emerge and employees can approach the far side of the bridge with optimism and energy. Things might not be as bad as they feared, after all!

Step 3:

Help people step off the bridge

When it comes to change, there is no such thing as over-communication. Let these two words be your motto: precision and frequency. The more precisely and often you define the change and let people know precisely how it affects them, the sooner they can see what is on the other side of the bridge, and the sooner they will be willing to step off it.

Your goal then becomes finding ways to make the change stick. Familiarity and the pull of old habits make it all too easy to revert to the old, even when the change has been operating for a while. Formally and informally, reward those who change and withhold rewards from those who don’t. Support the supporters until you reach the ‘critical mass’ needed to turn the change into the status quo.

Use ‘The Bridge of Change’ to ensure your organisational change efforts aren’t among the 75 per cent of those that fail. Let it help you bask in improved productivity and soaring bottom lines, not manage a hostile and burned out workforce.

+       Kris Cole is the author of several best selling books that have been translated into seven languages, including Management: Theory and Practice, The Penguin Team Leader’s Toolkit, Call centre Communication and Crystal Clear Communication. She can be found at www.bax.com.au.