Ready for change?
To what extent can staff be mobilized for change processes? Our expert Martin Klaffke found new insights during his research at INSEAD.
You examined the reality of companies intensively. What image do change initiatives have among staff?
In retrospect, a lot of changes were perceived negatively. The general atmosphere at work got worse, and not only because of a bigger workload. For a lot of staff, targets and background information were not clear. In many cases, there was no comprehensive program that could encourage employees to welcome changes and be motivated in the long term. In brief, change management did not sufficiently take staff into consideration. For this reason, staff willingness to actively support future changes decreased.
What can managers do to make change events more successful?
We have seen that some companies have successfully mobilized their staff to support change. In such cases, communication was clear and transparent, which meant that staff knew at the outset how they could personally benefit from change. In addition, top management consciously acted as role models in a very professional manner. These factors undoubtedly made a major contribution to the success of change processes.
You examined the reality of companies intensively. What image do change initiatives have among staff?
In retrospect, a lot of changes were perceived negatively. The general atmosphere at work got worse, and not only because of a bigger workload. For a lot of staff, targets and background information were not clear. In many cases, there was no comprehensive program that could encourage employees to welcome changes and be motivated in the long term. In brief, change management did not sufficiently take staff into consideration. For this reason, staff willingness to actively support future changes decreased.
What can managers do to make change events more successful?
We have seen that some companies have successfully mobilized their staff to support change. In such cases, communication was clear and transparent, which meant that staff knew at the outset how they could personally benefit from change. In addition, top management consciously acted as role models in a very professional manner. These factors undoubtedly made a major contribution to the success of change processes.
Framework for mobilization
To provide a framework for mobilization, one could say that the change program should be based on four pillars. First, content should be clearly determined. Next, commitment to change has to be built up. Thirdly, both organizational and staff capabilities should be developed. Finally, the change needs to be embedded into the corporate culture.
You also examined the perceptions of different levels of management. What differences did you see between them?
Managers at the executive level expressed a much more positive opinion of change processes than junior managers, both with regard to the development of a positive work atmosphere and to staff willingness to accept further changes. About a third of executives expressed the belief that there is no need to improve change management. In evaluating communications activities, top managers were much more satisfied than junior managers.
Does this mean that the upper levels of management have a distorted view of reality?
You also examined the perceptions of different levels of management. What differences did you see between them?
Managers at the executive level expressed a much more positive opinion of change processes than junior managers, both with regard to the development of a positive work atmosphere and to staff willingness to accept further changes. About a third of executives expressed the belief that there is no need to improve change management. In evaluating communications activities, top managers were much more satisfied than junior managers.
Does this mean that the upper levels of management have a distorted view of reality?
Martin Klaffke
Not necessarily. Junior managers tend to base their judgment on the view from within their departments; they often don't see the big picture. Differences in perception can be attributed to the individual roles of executives and junior managers. However, herein lies significant potential for dangers to the organization. The differences in perception should be reason to worry when dealing with one of the many aspects of business reality that is interpreted differently at the different management levels. A healthy skepticism among middle management could then lead to a crippling cynicism throughout the organization, which could be a significant obstacle to change. To avoid this and ensure the success of change initiatives and of the company as a whole, communication must be open and honest feedback must flow between different management levels.
What would be your forecast? Will change processes be more or less successful in the future?
What would be your forecast? Will change processes be more or less successful in the future?
Look, what else we've got...
It is difficult to make an accurate prediction because two developments are taking place simultaneously. On the one hand, companies and managers are more and more learning how to mobilize their staff for change processes. On the other hand, over the past few years, cost cutting actions and restructuring have put a great deal of pressure on staff. As a result, many employees have lost their sense of orientation within the company and they have already quit in spirit, which doesn't provide a good basis for changes. Our study shows that, at the moment, the majority of companies is still some distance away from having employees that embrace change.
Martin Klaffke is Senior Consultant at the Corporate Development Competence Center. During his time at INSEAD Business School, he conducted a study entitled "Mobilizing Employees to Change: Bridging the Divide" with Charles Galunic, professor for organizational behavior.
For further information, please feel free to contact us at:
Martin Klaffke is Senior Consultant at the Corporate Development Competence Center. During his time at INSEAD Business School, he conducted a study entitled "Mobilizing Employees to Change: Bridging the Divide" with Charles Galunic, professor for organizational behavior.
For further information, please feel free to contact us at:
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