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managing change in the workplace Managing change in the workplace

Change is a constant in the workplace and in the world. To survive - and grow - in today's global economy, organisations must not only adjust to change, they must be alert to the need for positive change.

Why is change stressful?Show all

During change, crucial stability anchors are often lost:

Loss of personal networks Hide

Those people in the organisation who you know and trust and who can give you reassurance and support. Staff reductions or reorganisation may leave you feeling more isolated.

Loss of personal security Hide

Few organisations now offer a job for life. Staff may fear redundancy and worry that their role may have become obsolete.

Loss of faith in management Hide

There may be a feeling that management are no longer properly in control of events but are responding reactively; communication may be poor, and employees may be expected to accept changes without understanding them.

Feeling underskilled Hide

As a result of moves within the organisation, individuals may feel under-trained to do their job or "out of their depth".

 

If the stability anchors are in place, an employee's ability to cope with other sources of pressure - workload increases, relocations, interpersonal conflicts - is much greater. If they are lost, staff may be left feeling much more exposed and could develop negative coping strategies for dealing with the situation.

The signs of stress during change

During periods of change, indicators that stress is beginning to set in include:

  • Loss of good lifestyle habits: lack of exercise, poor eating patterns, overindulgence in tea/coffee/alcohol, smoking, drugs, poor social life, inability to relax.
  • Diminished work performance: working longer (less productive) hours, delegating less effectively, loss of job focus, increased client complaints.
  • Negativity: dwelling on the 'good old days', becoming demotivated and cynical.
  • Personal signs: reduced self-confidence, anxiety about the future, irritability, sleep loss, reduced concentration, self-doubt.

The process of changeShow all

When an organisation undergoes change, individuals move through a transition curve until a point of consolidation is finally reached

1. The "honeymoon" phase Hide

Excitement and anticipation about what's in store, combined with feelings of apprehension about letting themselves and others down.

2. The negative spiral Hide

This stage is usually precipitated by some expectation being disconfirmed, or by the individual discovering that things are going to be harder than anticipated. Self-confidence declines and stress signs are evident

3. Development Hide

Through gradually confronting the problems, or through trial and error, the individual begins to develop a sense of personal effectiveness. There may be reversals in this process but progress is eventually evident. Self-confidence develops, and the person becomes more attuned to the job focus.

4. Consolidation Hide

The individual's skills develop to the point where they are able to deal with the task requirements of the new position. Attitudes have changed so that they appreciate the advantages of the job move and their newly developed skills.

What should individuals do?Show all

There are a number of areas where individuals can develop within themselves to guard against the onset of chronic stress

Develop personal networks Hide

Individuals must create their own networks of colleagues to check out information, provide them with moral support and help them to see opportunities for future moves with the organisation.

Consolidate work skills Hide

Individuals must take advantage of training opportunities within and outside the organisation. Work skills include not only technical skills but also interpersonal flexibility, presentation and time-management skills, and personal development.

Lifestyle management Hide

Individuals need lifestyles which maintain their fitness and positive beliefs about themselves. This includes exercise, good eating habits, development of good social support and maintenance of solid work/home boundaries.

Plan Hide

In many cases, individuals need to become their own managers, defining their expectations, giving themselves feedback and working out contingency plans for what could go wrong.

Develop interpersonal flexibility Hide

People whose interpersonal skills are wide - who can seek support when they need it, who can confront others assertively, who can negotiate on their own behalf, who are able to resist excessive demands on their time, who can generate enthusiasm and loyalty in their team, and who can create their own support networks - cope more effectively than people whose interpersonal skills are more restricted.

 

What should managers do?

The manager's responsibility is to create an environment which facilitates the ability of his or her team to cope with the cultural changes and increased pressure imposed by an organisation in today's business environment. This means:

  • Planning ahead before changes are made: strengthening the foundations before changes are made.
  • Explaining the need for change: helping the team to see how everyone may benefit in the long run.
  • Being honest: not all news may be good, but withheld information can lead to distrust.
  • Encouraging discussion: getting people involved in setting goals and listening to what is happening at the 'ground' level.
  • Recognising effort: clearly acknowledging individual and team effort in adapting to change.
  • Delegating responsibilities: delegating takes on added importance during the times of change. It gives one more time to spend on overall planning and managing of the change. It also helps team members feel that they have an important role to play in the change process.
  • Reviewing constantly: avoid seeing change as a one-off. Even when things are going well, be alert to ways to make further improvements.
  • "Walk the job': keep your eyes and ears open to the feelings and views of the team. Are they enthusiastic, or do they seem unhappy? If team members point out any problems with the change, encourage them to suggest solutions.
  • Being flexible: no plan for change is flawless. Expect to have some problems along the way and make the necessary adjustments.
  • Encouraging good lifestyle practices: respecting team members' time out of work. It means setting a good example, leaving work at a reasonable time to pursue other interests and see family. It means discouraging people from consistently working long hours and working weekends, and encouraging full use of annual leave entitlement.

What employers can do to reduce stress

  • Give more recognition. So easy, so cheap, so overlooked.
  • Develop people, by giving not just adequate training but also developmental training. Show employees you value them.
  • Develop teamwork, through shared goals, vision, getting (and valuing) everyone's input.
  • Communicate better by giving more information, more frequently than you think you need to.
  • Monitor work hours. Don't encourage a long-hours culture. Ensure staff take their annual leave.
  • Provide a pleasant working environment and a staff room.
  • Offer flexitime / part-time.

Next steps

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