Jeez, Change Is Hard!

Emma Weber

Change is a constant and increasingly permanent aspect of modern business – and we are not adapting quickly enough. Too few organisations possess genuine change capability as we struggle under the weight of escalating change initiatives and expectations.

Most of us have experienced a new change initiative at some point in the workplace; be it a new IT system to make the business more efficient, or a new process to improve productivity and streamline operations. We know from neuroscience that “activation energy” for humans, i.e. the amount of energy required to get something started, is significantly higher than the amount of energy required to keep it going.

It’s likely that most of us can also remember how despite clear objectives, a sturdy implementation plan and an enthusiastic inception, any progress was soon lost to the ghosts of initiatives past.

Successful change of any type ultimately requires people to do something different. Whether that is to use a new IT system or answer the telephone differently – someone somewhere has to change their behaviour. The simple, often overlooked fact is that people don’t like change. Behavioural change is not automatic and it’s not easy. But without behavioural change, the organization doesn’t change, and therefore, the measures that matter do not improve, leaving the organization with yet another missed opportunity.

As a result, most people focus on the easy bit – the systems, processes and procedures, the documentation and design of the change. They pour their focus into planning the change and communicating the change before the initiative and as soon as it starts the energy drains away as the ‘human element’ kicks in.

It’s hardly surprising that the mere mention of any change initiative tends to be universally met with heavy sighing and copious eye-rolling along with veiled mutterings of “Oh no, not again”.

Organisational change only happens when people change.

This means that we need to implement a change transfer strategy to support people with that process. We need a way of holding people to account so they will do what they say they will do and make the behavioural adjustments to allow the change to ‘stick’.

Today reflection is recognised as a vital component to behavioural change as it encourages the learner to assimilate the change, making it personal and relevant to their situation. Far too little time and resources are invested in this crucial aspect of change. Without this, the information is abstract and one dimensional, so it is easy to dismiss or ignore the directive. If the employee is supported and encouraged to apply that information to a real situation at work and can see how positively the interaction turns out, then they are much more likely to maintain the change.

Unfortunately, reflection is often ignored in favour of reinforcement. Instead of allowing people time to think about the change, they are simply told and re-told about the importance of the change. Reflection is very different from reinforcement and should never be ignored or underestimated.

Accountability is also crucial in maximising the results from change. We can’t force people to change, we can’t yell at them, plead with them, cajole or punish them to change. We can’t give them information and expect that they will automatically change work habits and processes that they have been using for years.

They need a structured process of intervention and support that allows the individual to choose the aspects of the change they want to implement first, give them time to reflect on the outcome of those behaviours and hold them accountable to making the change.