“Accepting and embracing a change is biased, whereas, not accepting is even more biased”
By Future StatePartners
We all talk about change at work.Every conversation (both the verbal and non-verbal happening inside your minds)end up just like any other figment of imagination, as if the change is someelse’s duty, or at least it’s not your ball game. In my recent conversation witha CEO at a major Manufacturing, Supply Chain, and logistics organisation, itwas discovered most of the employees (regardless of the teams, departments,locations, roles) must go through change. These changes could be well accepted by the employees or not, they have significant impact on their work, peer relationships, systems they used, communication styles, customer they served, products they handled and even the personal life as they would have gone through an unavoidable change with very little excitement about it. Since, it had minimal self -motivation it would have resulted a period of uncertainty in their minds resulting in work-life balance tilt
The reason this change was unavoidable, because the change resulted from their main customers and demanded totally different way to delivery products and services. The change was also instituted via annual appraisal cycle and lined to career progressions.
The surprising part of thediscussion is, as most of the people did really walk through, the cycle of change(some with willingness, some with less willingness) very few staff members acrossthe roles at different location did really get benefit in the form of annualcareer progression or STI (Short term incentive bonus). Even though thisorganisation had provision to benefit employee participation via systematic appraisalcycle , it did not happen so.
This invited a quick question,why did this situation arise? Is there a better way to handle this? If yes, who in the business had onus to handle this properly.
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On further discovery with the CEO,it was explored that, most of the employee did participate in change passivelyand not actively, and this explained the whole situation
We both realised, just by thiskey difference of they way the employees approached the changings dawned upon them,resulted in poor overall morale at the workplace, peer-to-peer conversation during meetings and sense of fear (fear of failure from unknown). These feelings amongst the team members did send negative vibes to leaders of this organisations. These vibes had several names and the most popular one was “They don’t want to change blah blah” (You know this one probably).
Let’s not forget this is a commonplace scenario in the times we live today. Hence, without understanding, the chief reasoning behind this passivity from the team members will keep this door open and you will always overhear common assumptions like “They don’t want to change blah blah” . This will only take different forms and shapes in the future and core addressable issue will remain unchanged
You have guessed this right; the chief reasoning was fear of failure that emanated from the fact that team members were not equipped with appropriate change journey which has tremendous power to convert passivity into proactivity. The idea is to know the change journey in the context of “How it affects me and people around me” is the first step towards “embracing, leading and winning the uncertainty that comes from change”
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