By: Oscar L. Orias
One of the constant things in life is change. People claim to love change and improvement, but in reality change is a very difficult pill to shallow and most of them hate real change with a passion. For businesses trying to stay competitive in this globalized world change is inevitable and very difficult. Any business manager, consultant, or employee can tell you how they have at one time or another failed at a cause they champion at their company. Even when introducing well-planned and thought out change. In politics you see this all the time, politicians rallying on the moniker of change and improvement but when he or she tries to implement such changes they are met with great resistance and are vilified. For businesses and nations stability is key but adapting to change is crucial for success.
Some of the Reasons Why Hate Change
Change is like the economy, some will gain and some will lose. For many they fear that gains and losses can come in the form of losing a job or having instability in the workplace No one likes having instability in the workplace and environment. It leaves an air of uncertainty, animosity, discontent, and disconnect. A great example of this changes is the evolution in technology and automation, which resulted in comfort for consumers and increased in productivity but at the expense of jobs. Much of the unrest today you see in U.S., Middle East, and Europe is a result of loses of jobs due to the evolution of technology and automation. Most of those job will never comeback or be available ever again. In fact in the U.S., companies have gone back to near pre-recession productivity levels with a smaller workforce. Advancements in technology and business engineering have made this possible. Understanding this concept of gains and losses is important for trying to convince people of change and improvement.
Another reason why people hate change is that it implies that the job and how they did the job was wrong. Most people take pride in what they do and how they do it. One of the worse thing you can do to a person is to wound their pride or belittle their lively hood. Sometimes agents of change end up doing both at the same time. In the medical industry, administrators and clinical managers have had issue in trying to modify or make suggestions on reducing cost and improving patient care. For hospital staff and clinicians trying to adjust to new ways of purchasing and protecting resources is seen as difficult and an extra chore to their already busy lives. Many feel that their way of live and lively hood are being changed with little input from them. No one ever likes having to do more than they have to without proper additional compensation and without being properly consulted. As an agent of adjustment you have to keep these things in mind when trying to teach new and champion programs that result in deep changes in the organization.
Some Things You Can Do To Become an Agent of Adjustment
The reason I use the term Agent of Adjustment over Agent of Change is that Agent of Adjustment implies that you are merely trying to improve on an already great system with great employees. Like I stated before change is difficult and painful because it requires heavy readjusting, work, and fear of instability. Adjustment implies you are merely making suggestion to make life easier for the employee, customer, and company. This doesn’t mean you aim for a lower goal, what an Agent of Adjustment means is that you aim for that same high goal but you address everyone’s point of view. This doesn’t mean every employee or organization will get on board with you but it does make it easier to impliment real change. Like the old adage goes “If you shoot for the moon even if you miss your will amoungst the stars.”
In order to live up to the title and name Agents of Adjustment must be able to have high goals and expectations, a well thought out plan of attack, execution, and a high level of persistance in getting what you want. Here are a few pointers that will help you become a better “Agent of Adjustment”:
1. Look at things for the perspective of the employees or managers you are making suggestions to. Like professional selling you need to know the wants and needs of the people you are targeting and use it to sell your idea. People are much more inclined to listen to someone that make suggestion on improving their lives than imposing new alterations (this comes back to the adjustment vs. change argument). Always make sure that the change benefits them much more than it would benefit you.
2. Make sure the lines of communication are open between you and the people you are consulting or managing. When making adjustments make sure that you get the views and concerns of all the parties involved. One of the most common errors in implementing new ideas and programs are ignoring the needs of the people who are directly impacted by it. Don’t be afraid to get suggestions and criticism from them, they may end up saving you or the company from a flawed plan. The only thing people hate more than change is change that is ill-planned and poorly executed.
3. Identify and work with key figures and people that are resistant to change. Sometimes it takes one person to shut you down completely. When you sit down and address the person’s concerns you can get sense of why they feel that way and convince them why the change would benefit them. Most of the time the motives are reasonable and understandable.
4. Never criticize. We as human beings have a tendency to pick out people’s faults first before making suggestion. By doing that their defenses go up and they will refuse to listen to us. Criticism causes any message no matter how good it is to fall on deaf ears. As an agent of adjustment you always make suggestion with making the lives of who will be influence easier. This is why it is important to know the needs and wants of the organization and employees. Adjust your ideas to fit what are their needs and concerns.
5. Adjustments and long lasting improvements are a team effort from all levels of the organization. In order to make adjustments last, you must have a total team effort and commitment from all people in the organization and all people being directly affect by the change. This where the use of cross-functional teams come into play. You are as strong as your weakest link.
6. You should replace words like “must” to “suggestion” and “selling” to “educate” in most cases. This doesn’t mean you shouldn’t be persistent and direct but remember to keep the point of view and needs of your target in mind.
This blog is just an overall guideline to a difficult and challenging issue of addressing and implementing change. Becoming an agent of adjustment in another country and culture requires adaptability and openness. You must familiarize yourself greatly with the culture, values, and languages of that country. What works in America won’t work in Japan, Italy, or Brazil. The most important thing I want the readers to get out of this blog is that an agent of adjustment always looks at things from the point of view of the employee and to never criticize others. Always make sure that what you are trying to educate them benefit them much more than it benefits you.