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effectively managing change

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Effectively Managing Change

If there’s one thing to count on in life, it’s change, and lots of it. The all-too-familiar adage also applies to the workplace. Increasingly, organizations and employees are learning how to skillfully manage change to successfully compete in today’s fast-paced marketplace.

“You need to accept that fact there is no organization that is going to stay static and remain alive; change is part of the world and you’ve got to get used to it,” says Kurt Kirstein, Dean of the School of Management at City University of Seattle. He’s also taught courses in change management at CityU of Seattle.

Still, flexibly managing change on the job—whether as a leader of an organization spearheading the change or an employee facing it—can be a challenge. A manager implementing a new system, or worse yet, downsizing a department will often encounter resistance from within. Meanwhile, an employee must remain one step ahead of the change curve at work if he/she plans to successfully navigate the process and come out unscathed in the end.

“You can either be a part of the change or be resistant to it,” explains Kirstein. “If you are going to be a part of it, then you need to help define what the world looks like in this changed world. If you are going to resist it, you are basically going to be the receiver of something that somebody else has decided for you.”

However, being aware that workplace change exists or being accepting of the change is only the beginning. There are proven techniques to properly manage workplace change to ensure the process only makes a person stronger. Here are some useful tips and approaches to consider when managing change from three CityU of Seattle experts.

Avoid Culture Shock
Understanding the “landscape of change” or where change can originate from is imperative, especially when considering a job in a new company or industry, explains Deanne Larson, an adjunct instructor in School of Management at CityU.

“Be aware that every company is a little different. You have culture differences and politics in every company and in some organizations, change can occur every day,” she explains. “Whether it is an organizational change in some sort of hierarchy, a change in responsibilities, a change in focus, or a change in priority, all of those things are tied to a company’s culture and in some cases the industry.”

For example, high-tech companies tend to have a very high rate of change compared to government entities, which are typically slower moving and thus slower to change.

“Stay aware of the rate of change in a particular industry and a potential employer so that there are no unexpected surprises should you land a job there,” Larson says.

Knowing the specifics of a company, such as how old the company is, may also help determine the rate of change in a company and therefore if that organization would be a good match.

“It may depend on the age of the company or how well that company is established or whether they are more entrepreneurial in nature (meaning it will probably have a higher rate of ambiguity and a faster rate of change), but I think that an employee having that kind of perspective will help them set their expectations on what they will be forced to deal with,” says Ernest Hughes, Ed.D, CityU Adjunct Professor.

Hughes is also founder and managing partner of The Systems Thinking Company, a management education and consulting company that works from a systems perspective.

“In some cases change is great, because it fosters learning as well as innovation, but on the other hand change can be very unnerving for folks and cause more anxiety than a learning opportunity,” he says.

Make Information Readily Available
For the manager implementing the change, there’s no such thing as giving employees too much information. Providing staff with the reasons for the change up front can help alleviate some of the anxiety often associated with such announcements.

“It’s very important that the employer is as forthcoming with information as possible. Employees should be told, ‘This is what we are doing and this is why we are doing it,’ and if that means you have to air your dirty laundry, that’s OK as long as it’s done in a healthy and constructive way,” says Kirstein. “Remember whenever there is an information void in an organization people will fill it, and sometimes they will fill it with stuff that you don’t want them to fill it with.”

That’s where understanding human nature can help. When change occurs in an organization, Kirstein notes that there are typically three groups of people. The early adopters (those who get on board with the change quickly), the skeptics (those who have their doubts about the change but who will eventually embrace it), and the hold outs (those who don’t believe in the change and probably never will). Luckily, the skeptical employees, which are typically the largest group in an organization, can become a valuable resource for the manager.

“They can tell you what their fears or concerns are and once you hear them out, you will begin to think about things you had forgotten about or didn’t flesh out well enough,” says Kirstein. “And (having that kind of information) can actually make your change even stronger.”

Employees also should be willing to ask for information.

“When you see a change effort or see a change process coming, ask ‘What are we doing, where are we going, what is the vision, what is my role in that?’ Take action and get the information you need,” Kirstein adds.

Be Aware and Prepare
Far too often individuals don’t make plans for change or they simply make plans too late. For example, Hughes says some people re-enroll in college two months before being laid off. That additional training won’t help the employee much in their current position, but might benefit them when looking for the next job.

One of the best ways to be prepared for change is to simply be aware that a body of knowledge about change exists.

“In my practice I help match the message of the situation that the leaders are facing when they are trying to implement their change. The right message can cause spectacular results; the wrong message will get you no where,” Hughes says. “In addition to the body of knowledge, there is also a set of methods and techniques to use, and actions you can take as an individual—whether to be involved with the change as a leader or a change agent or to support the change.”

Another viable option is to take a class that focuses on change, like those offered at CityU. Kirstein, for example, has taught PM 513 or Managing Project Change.

“The whole idea behind that course is that when someone is implementing a major project within an organization it necessarily represents a change because a new project or a new product is being introduced into the organization. So the course covers how to deal with the resistance to change in such an organizational setting,” explains Kirstein.

	Further Reading On the Organizational Level Reframing organizations by L. Bolman and T. Deal (2003: Jossey Bass) Leading Change by J. Kotter (1996: Harvard Business School Press) On the Individual Level Who Moved My Cheese? by S. Johnson (1998: G.P. Putnam’s Sons) What Color is Your Parachute? 2008: A Practical Manual for Job-Hunters and Career Changers by K. Bolles (2007: Ten Speed Press) New Peoplemaking by V. Satir (1988: Science and Behavior Books) List complied by Ernest L. Hughes, Ed.D., MSGSCM; The Systems Thinking Company

CityU also offers Change Leadership, which is part of the Master’s of Arts in Leadership, a brand new course that will become part of the program to be launched this fall. “Education is one of those transformational experiences… allowing you to get exposed to new idea and insights,” Hughes adds.

Find Employees Who Are Open to Change
So how do organizations find employees who are open to change in the first place?

Larson says carefully review an employee’s work history. That can be done by analyzing their resume, conducting face-to-face interviews, and understanding the person’s tolerance for ambiguity.

“Find out what kind of industry they’ve worked in, what type of change they’ve been exposed to in the past, as well as the size of that change (both cultural change as well as rate of the change), all of that can help,” she says.

Ultimately, it may come down to finding the person with the right outlook for the job.

“Employees need to be adaptable and that ultimately comes down to personality and the extent to which somebody is really going to be adaptable will help drive their attitudes towards change,” Kirstein says.

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New Graduate Checklist

Now that you’re a CityU graduate, the world is your oyster. But navigating the sea of life after graduation can be rough at times. Here are some tips to keep you afloat during this exciting, yet uncertain time.

• Keep building your credit, and use credit wisely.
• Become a better time manager; it will benefit you both personally and on the job.
• Manage your debt and don’t live beyond your means.
• Save for a rainy day and for your retirement, it’s never too early to start.
• Don’t limit yourself geographically when searching for that first job, consider jobs worldwide.
• Make a good first impression—be polite and look the part.
• Keep your writing skills sharp (yes, even in this age of text messaging.)
• Select a job based on your career goals, don’t settle for just any job (if you can).
• Salary isn’t everything. Before crossing a job off your list, consider the job’s other perks such as benefits, the ability to learn transferable skills (such as processes), as well as options for professional growth.
• Network, network, network. Try tapping into CityU’s expansive alumni network for tips or job leads at www.alumni.cityu.edu.
• Get an advanced degree or additional training; it will only make you more marketable.
• Strive for balance—work hard but be sure to play as well.

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