Leaders and managers are testing their assumptions and abilities in change management as organizations, lines of business, and teams are asked to quickly pivot in their roles and responsibilities. Many employees are being asked to take on additional work, perform new tasks, work in new environments, or under increasing pressure. Everyone is affected.
Even in times of crisis, a swift, top down approach to
manage change
simply doesn’t work. Two theories explain this:
- People are hard-wired for homeostasis: we have a natural tendency to resist change, especially change that is imposed. You don’t have to look far to see examples of this today.
- Change is occurring all the time. Every person, and every process, is undergoing change. Leaders and managers often fail to recognize and tap in to this.
But when all employees are engaged through-out the process of change, meaningful change can occur. Employees who understand the obstacles and principles, have their concerns and questions answered, and can contribute with their experience and knowledge engage in meaningful change.
This is no easy task, especially in times of crisis. Managing meaningful change begins by engaging in, and managing conversations.
