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We often hear it: get people involved and they will buy into the change! To what extent (and how) do you involve people? What is your success rate? <\/p>\n
I suggest that you put into context the involvement of the people impacted by the change. In my opinion, it starts with first understanding why this change is taking place, then with the quality of communication, then by actually involving people and finally by following up and making adjustments! <\/p>\n
Here is a summary of these 4 steps <\/strong>that will help you increase the chances of success of your organizational changes.<\/p>\n What is the purpose of this change? What are the expected results? As long as this is not clear to you, it cannot be clear to others. <\/p>\n In case you are in the grey, you have the choice to adopt one of these two attitudes:<\/p>\n As a manager, you are responsible for the implications of change in your team, whether it is your choice or not. Being active is the way to success for me: take the lead <\/em>to get the answers and be honest about what is impossible to know at the moment. No lies! Your credibility is at stake! Your team won’t be reassured if the pieces of information change at any time. <\/p>\n If there’s something that’s totally within your control, it’s how you’re going to communicate or adjust the communication made by someone else, to your team. Here are my suggestions for preparing the paper: <\/p>\n A. Take stock of the impact of the change on the team:<\/strong><\/p>\n B. Then, write down for each individual on your team what he or she might answer the questions above.<\/strong><\/p>\n C. Communicate<\/strong><\/p>\n#1 Legitimize change<\/h3>\n
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What if the change comes from “higher” and no one really knows the impacts?<\/h6>\n<\/blockquote>\n
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#2 Communicate by adapting your message<\/h3>\n
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