Because many New Zealand organizations still have restructuring on their agenda, I decided to look up some of the archived change management methodologies that I have researched or designed throughout my career. The material is full of advice concerning leadership qualities and constructive checklists like “aligning HR practices�. However reviewing the material has helped me to realize that these methodologies (which have hardly changed over the last 15 years) show us practically nothing about how the people involved can actually change. It is fair to say that how people actually change, and by inference how organizational structures actually change, is not well understood. As a result large-scale restructuring projects only have an approximate 30% success rate.
Recent ideology would suggest that change management should facilitate the right kind of thinking among the individuals concerned. However, everyone is different, producing a huge variance in perception about how change works. Although our brains are designed to learn and adapt, when we are confronted with uncertainty and risk in the workplace, Hanlon’s paradox describes how common reactions typically include anxiety and tunnel vision. Just when we need to broaden our minds we become more resistant to change. Research suggests that Management respond to imminent change by focusing on what they consider to be the core issues, keeping below the radar and avoiding confrontation. It is not uncommon when managers are overly stressed that they go missing or become less available. Unfortunately, at the same time, employees tend to look for more accessibility, attention and feedback from their managers. For change to be implemented successfully, managers therefore need to become aware of their own default responses to change or risk. They need to learn how to maintain their accessibility and to keep in touch with the members of their teams.
However, no matter how much I explain contemporary theory, our minds still become more resistant when others try to change it. A key operating principle governing our thought processes is that of “self direction”. Managers therefore need to change their own default responses by their own volition. This implies that rather than “selling” change, managers should encourage themselves and others to “buy in” to it. Change happens one person at a time. Although this approach may appear to be slower in the initial stages, it is my experience that when the ball starts rolling, momentum develops surprisingly quickly and that the pay back can be breath taking. For more tips on developing your leadership mindset you can visit our free video series outlined below.