In this whitepaper:
A well-designed change management approach is required to overcome resistance in the workplace. Our approach includes building a transparent case for change and providing platforms for ongoing dialogue, measurement and improvement.
What you will learn:
- Why people resist the adoption of new behaviors
- Why it is necessary to develop and execute robust change communication plans
- How today’s business demands require new capabilities and attitudes towards change
- What failure modes to avoid when embarking on any substantial change
The speed of business and technological change is exponentially faster than ever before. Coupled with evolving worker expectations and the global talent shortage, companies will need to continuously change to survive in today’s market. In a volatile business environment, a thoughtful and transparent transition to new ways of working is crucial to organizational success. Because without a plan, lasting negative impacts on culture, productivity, and morale may impede any benefit of the change in the first place.
Resistance to Change is Human
Change has always been a factor when real estate events occur. Historically, change management efforts focused predominately on adapting to a new address or a new teammate. Today, the primary focus is the shift in workplace behaviors and new spaces types. When discussing client’s past experiences with change, we are generally met with a blank stare or avoidance of the topic all together, for fear of opening Pandora’s box of expectation setting, constant communication, and fear of behavior change.
People resist change, including those focused on the workplace, for three basic reasons. First, humans prefer what is familiar and stable, therefore they resist anything new and different – even when it’s potentially a better solution for them. Second, workplace change may require that people adjust their behaviors and habits – including the 'unwritten rules' they may not be fully conscious of. Finally, in the absence of information, humans instinctively and quickly create their own facts, which are typically negative. Apply those three factors to the scale of a workplace change, and it’s easy to imagine how quickly employee productivity, morale, and the overall success of the new workplace could be negatively impacted. Regardless of the reason, there is a need to acknowledge and help guide employees, so they understand the new way of working and how the workplace can better support their work.
Given the realities of resistance to change, we know not everyone in an organization is going to react positively, no matter how much communication, coaching, and preparation occurs. However, that should not deter an organization from employing a thoughtfully planned and executed change strategy. Many employees will appreciate a culture and workplace where communication is transparent, management is accessible, executives are approachable, and direction is clearly demonstrated and understood. The result will bring the majority of workers along, encourage their understanding, and enable their transition into the new way of working.
According to a November 2016 McKinsey report, over 33% of all change initiative fail when senior leadership does not take an active role, and nearly 40% of change projects fail when employees are not engaged. Organizations who recognize that training and robust communication – before and after move-in day – are required for change to be successful will invest in their employee’s development, enabling them to acquire new skills, and develop new behaviors. They focus their efforts on creating buzz around the new environment, rather than focusing on squelching rumors. Successful companies focus on how the environment will benefit employees individually and collectively, explaining the imperative for the change and the steps that will be taken to complete the transition.
