Unless line management and staff have confidence in and understanding of new working practices, they cannot readily integrate them into their day-to-day working. As a result, they will fail to truly own the changes and apply them successfully in the workplace.
Such problems arise from a lack of emphasis on the adoption of the change products (deliverables) by the business to make the required impacts in operations. The business context for change includes the skills and personal motivation of individuals, as well as organisational elements such as work structures and business priorities. These factors are crucial to success in making change happen. Attention to change readiness issues early in the change journey, and careful transition planning as part of adoption, will have a considerable influence on whether a newly introduced practice is sustained or decays into disuse.
Things to consider
- Is the change initiative addressing the hearts and minds of the adopters of the change?
- Is the business involved – from the beginning – in designing the change?
- Do you have a transition plan to identify the support required to the line in adopting the change – and are there specific measures for the success of the transition?
- Include in the modelling of the operating level of the business change what is to be:
- started (e.g. new processes and behaviours)
- stopped (e.g. old procedures and old habits that are no longer needed)
- modified (e.g. changes to the current routines)
This will allow individual receivers, as well as groups, to identify the impacts on them and adapt their working practices accordingly.