Last week I brought up the topic of change management and the fact that for change to occur, we have to prepare the organization for that change - a process Kurt Lewin called “unfreezing.”
As it is the holiday season, you might think about this similarly to how we prepare for our holiday feasts. A few weeks ago, 46 million turkeys were prepared and consumed in the United States for Thanksgiving, according to the National Turkey Federation. That preparation likely meant defrosting the bird before we prepped and cooked it.
This isn’t that much different the Lewin’s concept of unfreezing the organization in preparation for change. To change an organization, we need first to understand how the organization has been operating. Think back to Stephen Covey’s seek first to understand, then to be understood. Understanding an organization allows us to frame its challenges, driving forces, setbacks, strategy, and opportunities.
The key to unfreezing is creating awareness of how the current status quo is hindering the organization. People resist change; therefore, making them aware of how the current state is not helping them reach their goals is an integral part of encouraging them to accept the change you are proposing. The more we understand why the change is necessary and why it is in their best interests, the more motivated they will be to accept it.
So why is this change coming in the first place, and why is it really necessary? Taking time to craft and communicate the vision for change is a great initial tactic that can help explain why the change is needed. It moves the concept from wishful thinking to reality. Sharing the vision can help your team figure out what processes are changing quickly and which changes are more long-term. Understanding this can help the team identify critical components that can help or hinder change.
While I have used the term communicate more than once, simply telling someone something isn’t always the most effective way to prepare the organization for change. People digest information differently, meaning communication has to utilize different platforms and delivery methods. Delivering the message through various forums allows the team to understand why the change is necessary. These platforms might include one-on-one conversations, team meetings, email communications, message boards, and other media. This approach helps reinforce the transparency of the change and provides an opportunity to ask questions and solicit feedback.
That feedback can be significant, as communication should not be one-sided. Two-way feedback provides opportunities for concerns to be expressed and the chance to clarify and solve the confusion. When a dialogue occurs, it can help to reduce anxiety or fear around the proposed changes and even generate excitement as the organization anticipates the improvements the change promises. Two-way feedback tactics might include in-person or virtual brainstorming sessions, off-site team workshops, whiteboarding, or storyboarding. The more participation, the more personal investment, and the more likely the change will be embraced.
Some changes can be complex and require training if the team isn’t knowledgeable about the new state. Similar to communication, people learn differently, so a training plan involving different teaching approaches will be more effective. Some learn visually, while others learn better through auditory techniques; others learn by doing it; some need to read it while others need to write it out; still, others are kinesthetic learners. To make it more fun, some need a combination of these techniques. Variety is the spice of life.
Change is a team sport; finding champions can help drive and support change. Advocates can be recognized leaders who lead through their title, or they may be peers who lead through their influence. Ideally, you have both. Look for those excited about the change and embrace the ideal behaviors and actions you want to see in everyone else.
In many ways, preparing for organizational change can be just as challenging as dealing with the change itself. With some thoughtful actions that introduce a vision for change and recruiting support along the way, it is possible to reduce resistance or confusion about the upcoming change. Sometimes people aren’t resistant to change at all; they just need a path and some patience to prepare for it.
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Stay well!
Chris Laughman is the ThirtyNine Blog author, a blog dedicated to reducing the built environment’s impact. When not blogging, Chris is helping residents, clients, and investors reduce their energy, carbon, waste, and water impact as the Senior Director of Energy and Sustainability for Greystar. Our team’s insight into the utility consumption of our managed and owned portfolios provides insight into opportunities to identify and mitigate risk. We leverage innovation and experience to ignite solutions with real impacts while tracking performance, ensuring the trendline stays laser-focused on the goal. We in real estate have a tremendous opportunity to make a difference in the built environment. Standing shoulder to shoulder, we will get this done. I can be contacted at: chris.laughman@greystar.com for questions, concerns, or collaboration.
The opinions expressed in this blog are my own.
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