Most people don’t like change at work—especially in today’s uncertain environment.
It’s not change itself people detest. It’s the anticipated impact of change that bother people.
“It’s not events that disturb us, but our judgment of them.” (Epictetus, Philosopher)
“We see the world not as it is, but as we are.” (The Talmud)
After years supporting a spectrum of change I observe people naturally ask three questions when faced with changes in their organizations and work-lives.
Credibility
Is this project real? – is the first critical question. Credibility is the fundamental and shared belief that the organization can and will complete a project. A project cannot succeed when people do not in their hearts believe the organization is willing or able to complete it.
Organizational Impact
What does this project mean to US? - is the second critical question. Organizational impact is the project’s perceived impact on formal and informal strategies, operations, systems, and structures. It can be positive — the project promises more gain than pain to the organization — or negative, indicating that people believe the project unacceptably compromises the organization’s health and welfare.
Individual Impact
What does this project mean to ME? - is the third critical question. Individual impact is the project’s perceived impact on individual roles, responsibilities, rewards, and security. It can be positive — the program promises more gain than pain — or negative, indicating that people expect to lose more than they gain from the project.
These three questions address the core concerns people feel when faced with change.
My rule is ironclad: When these concerns are addressed, then change has a chance. Left unaddressed and change is a crap shoot, at best a potentially expensive (and embarrassing) roll of the dice.
So how can we practically manage an organization’s “core concerns”? How can we ensure a program is credible and regarded as a “net plus to me and my organization?”
More in my next post.
