Lecture: The hurdles in change projects
How to meet resistance in companies
Even the smallest changes on a personal level often present us with a challenge. The presentation of the management consultancy Avanade showed us what is important in order to implement far-reaching changes on a corporate level.
The presentation of the management consultancy Avanade began with a test: As an introduction to the difficult topic we were asked to stand up and cross their arms. What worked smoothly the first time, seemed much more awkward after the request to try it the other way around. The psychologists solved the problem by pointing to the magic number "7". So often we have to repeat something new to us before we can change our old habits.
The problem with changes in business life is that you don't have seven repetitions. With far-reaching, sudden changes at the corporate level, it is often not even clear where the journey is headed. This leads to uncertainty, resentment and often concrete resistance at the different levels of the hierarchy. All of this often manifests itself cumulatively in a sentence that external experts who are called in as part of change projects often hear: "We have always done it this way". Often this is an indication that a problem has existed for a longer time.
Driving and blocking forces in change processes
Basically, according to the psychologists, in change projects one would have to deal with four types of people: the promoters, the sceptics, the brakemen and the opponents. In this context, the promoters who want to help shape change are an absolute minority. The sceptics and brakemen generally formed by far the largest groups, but the greatest danger for the success of change projects was posed by the opponents.
The good news, however, is that sceptics and brakemen can be convinced and, by involving them, persuaded to become actively involved. The involvement of critics can also prove constructive, but if there is too much resistance, one should not be afraid to draw the necessary conclusions. Getting the employees to participate in the implementation of changes does make sense. However, the decision as to whether and in what direction to change must be made and determined at the management level.
Where resistance tends to be greatest
When asked where resistance was most likely to be encountered, the psychologists also gave an expert assessment: In most cases, it is individual departments that are most likely to resist change. The risk that employees will categorically reject change also increases with the length of service. However, it is a myth that older people in particular will reject change: Depending on their previous professional stations or experiences, they may well have experience with change processes and thus prove to be supporters.
With regard to the concrete approach to change projects, the experts at Avanade recommended separating the roles of project leader and change manager: While the project management should take care of the definition and implementation of the work packages, the change manager is primarily responsible for communication. Experience has shown that the latter must work primarily with the HR and communications departments to ensure that the flow of information runs as smoothly as possible.
The numerous other questions asked by the curious participants were answered during the subsequent networking session at the bread roll buffet. The Alumni Club FH Oberösterreich will provide a tailor-made answer to detailed questions over the coming months - in the form of numerous other lectures and workshops on the topic of change. The registration for this is immediately possible.
