Change is complex and there isn’t a single solution to managing it. However, there are a number of key areas of focus. Our research on transformational change was undertaken with the University of Bath. It identified ten techniques that fall into three themes. These can be applied to a variety of change management scenarios. The key actions outlined by the research are detailed below. These areas should always be considered when planning change programmes. However, the pace of change sometimes dictates the need for a faster response. In these situations, clear communication and voice are most important. They ensure the best possible result in difficult circumstances.
Our Embracing and Leading Organisational Change podcast also explores effective change.
Designing the transformation
Leaders and designers of change need to be able to ‘read’ their organisation’s context. This helps to identify any aspects that might hinder change. Building organisational change capacity is the first step in any change programme. Any obstacles to enable the desired change also need to be identified and overcome.
Aligning strategy and culture
For transformation to succeed, the change needs to align strategic and cultural aspirations. The new strategic goals of the organisation should be used as a starting point. The aim is to create a supportive and goal-consistent culture. This is reinforced through relevant beliefs and behaviours.
Open discussion and debate should be encouraged in the top team. This enables more proactive, opportunistic change to happen. This allows movement away from old irrelevant business models.
Techniques for building understanding
Ambiguity and purposeful instability
A transformational change vision should be ambitious, but should also be presented in unambiguous terms. However, individuals will make sense of the situation through active questioning. Therefore, the change design stage should retain some ambiguity.
Narratives, storytelling and conversations
Shared change narratives and stories can be used as communication devices. This makes the content and implications of new strategies easier to understand. This will enhance individuals’ ability to translate change into meaningful actions for themselves. Organisation development can help navigate the complexities of communicating change.
Physical representations, metaphors and play
Participative design is an alternative to traditional and often rather dry change workshops. Participation can involve the creation of shared representations of the change. These may include metaphors and symbols. This supports individuals to translate change rhetoric into meaningful change-related actions.
Managing the transformation
Relational leadership
Change is rarely implemented effectively using authority and control. Instead, leaders can achieve transformational change through negotiation and social interaction.
Building trust
For significant change to thrive it requires high levels of trust. Trustworthiness is enhanced by designing change competently. The needs of the business, employees and the wider community need to be addressed. This should be done with integrity. Fair human resources processes during change also foster trustworthiness.
Voice, dialogue and rethinking resistance
Employees who raise concerns about change should not be labelled as resisting. Instead, this should be reframed and reinterpreted as legitimate employee voice. A positive initiative often utilised is to introduce change ‘champions’, who can inspire others to engage with the programme of change. They can also provide feedback on colleagues views regarding the change.
Emotion, energy and momentum
Change is often an emotional process. Therefore, emotional awareness by those leading and designing change is required. This can help to anticipate and respond to reactions to change. Momentum also needs to be maintained throughout the change process.