Dynamics of Leading Organizational Change
The Dynamics of Change: A Formula for Leading Others
Have you ever lived in your home while it was being remodeled? If so, think about the accommodations you had to make during this time: washing dishes in the bathroom; eating dinner on the floor, just to name a few. Now, consider this: why were you and the others in your home, willing to accept those hassles? What kept you going during that time?
For most, what makes the process worth going through is the vision of what your home will be like once construction is complete; you’re willing to sit through the disruptions because of your desire for the end result.
What leaders ask of people when launching a change effort in the healthcare setting is similar to asking them to live in a house while it’s being remodeled. Because healthcare happens around the clock, and we can’t stop people from getting sick or hurt or needing help, it requires making adjustments and accommodations, and being willing to be in the messy “in-between” state for an unknown period of time. This is a big ask! One made a bit easier when you can identify and speak to aspects of the desired future that will benefit those being asked to make a change.
THE FORMULA FOR A SUCCESSFUL CHANGE TRANSFORMATION
When it comes to organizational change, change leaders tend to assume that “If we build it, they will support it.” In other words, we assume that if we have good ideas and good intentions, and build the perfect mousetrap based on these, then others will naturally jump on board and support our efforts.
If our assumptions about the level of support we have are not tested regularly, throughout the planning and building process, we can be shocked to find that resistance from others will quickly derail all of our well-intentioned hard work.
There is a great formula for transformation that sums this up. It goes like this:
S – Solution = the quality of solution (the change you’re seeking to make)
X (times)
E – Engagement = the degree to which those impacted will buy-in and support the change, and are engaged in making it happen
= (equals)
T – Transformation = the success and sustainability of the transformation
“It’s not the strongest of the species that survives, nor the most intelligent; it’s the one that is most adaptable to change.” – Charles Darwin
DYNAMICS OF CHANGE
Why is it that people are often quick to resist change? Here are some common reasons we hear from the healthcare leaders we work with:
- Fear of the unknown
- Comfort doing things the “old” way and not wanting to rock the boat
- History of past efforts failing or not being fully realized
- Too busy to change; or, “It feels like it will take too much time.”
- Discomfort with the severity or pace of the change
- Difficulty shifting paradigms
- Fearing that your performance will drop
- Fear of losing respect or validation (you were prized by others for being good at doing things the way they’ve been done and fear you may lose that as things change
Change is extremely difficult and sometimes hard to maintain. We’re more likely to succeed when there’s a strong personal motivation to do so, such as a personal health crisis with regards to quitting smoking. As leaders, we need to show empathy for the challenges of change and help others identify a motivation that is relevant and personal for them.
Additional Leading Change Resources
In future installments, we will share the elements involved in creating a strategy to lead change in your team or organization and a road map to guide your efforts. We will share a systematic framework for leading others through change that can be applied broadly to any change initiative you undertake.
Next Installment = LEADING CHANGE ROADMAP
