The literature on change management success typically states a 30 % success rate. Two main factors play the biggest role in the failure are transparency and the creation of a safe haven for the communication of the good, the bad, and the ugly from employees to those managing and implementing the change.
The tried and true strategies for implementing change – having a change team in place, engaging employees at all levels of the organization, forming a communications strategy, and creating a compelling vision for change are typically in place.
The questions that need to be asked are:
- Is the communications strategy transparent? For example, are potential lay-off’s and work flow changes addressed?
- Has the change management process factored in that as people we react from an emotional base first? Is the method of communication designed to appeal solely to the intellect?
- Has the design and implementation of the initiative provided an opportunity for a safe and repercussion free environment for the employees to share the good, the bad, and the ugly from an emotional perspective?
Transparent communications, and a safe place for employees to express what they are feeling may prove to be a game changer in the change management industry.
Marie-Helene Sakowski – Business Change & Transition Specialist, firstname.lastname@example.org.