Few talk about the consequences of failed change. Increased insight provides a better view, and that's especially important when it comes to change management.
Change management skills are in demand like never before. If you look at job advertisements, knowledge of change management is a big plus. And this is a skill that management wants to possess, and they often think they do. What about you? How much insight do you have into your own leadership skills on how to get your employees on board with the changes you want to implement?
I'M JUST WISHING I...
Many managers just "go through the motions". They need to show that they are capable and competent. It's all the others who don't understand, it's all the others who don't want to.
Stein Ove Kvamme has extensive management experience from the private sector and believes in lifelong learning. He has also held courses and lectures for businesses and organizations. "Lifelong learning" as a motto has led him to complete studies at BI with a specialization in HR and change management, as well as master's studies at the University of South-Eastern Norway. Here he has specialized in the areas of working environment and diversity in working life.
And when these types of managers are looking for a new job, they say to the hiring manager: "trust me, I'm the right person for the job. I've led many change processes in the past, so this is a piece of cake for me!". And time and time again, the recruiting senior management believes the manager who shows up with such confidence. He or she appears as the savior and the one who can make the changes we want. And don't you think the new leader reminds us a bit of ourselves when we were that age? This will be fantastic, what a match," thinks the senior manager who is looking for change competence.
Read also the HR interview "TietoEVRY - HR IN A COLLABORATION"
WE DON'T WANT ASPEN LEAVES
But wait a minute. What's that lying in the ditch behind the manager who's "droning on"? Isn't it a former employee? And yet another one? And when we take a closer look at the department, isn't the sick leave rate very high? Yes, even though they are in the middle of a change? Perhaps it's the "aspen leaves" who can't stand the manager even saying good morning that are in the ditch? And those who are on sick leave are probably the ones who have a bit of a chip on their shoulder and are opposed to the change? Yes, I'm sure they are. It's a shame for them, of course, but it's an opportunity for us, they say in the boardroom. Then we can bring in new blood. And it's nice to tell everyone that we're taking this opportunity to bring in new blood, remove old blood, cut the dead flesh and bring in even more people who look like we did when we were young. Because we don't need the skills of those who are in the ditch, they are on their way out of work anyway. And those who are opposed to the way we want things to be aren't anything to rally around either. After all, we are a young, dynamic and forward-thinking organization! And then the door to the boardroom closes.
WE ARE AWARE OF OUR SOCIAL RESPONSIBILITY
Unfortunately, all of the above statements are not unique. Sickness absence is more often than we would like to think linked to management. Bad management! But it's easier to choose bad management for those who select managers. Good leadership is thinking long-term, and change is something you want quickly. There's no time to lose, competitors are breathing down our necks and we need to make progress. We know that 70% of change processes fail, but that probably doesn't apply to our change. And the consequences of failed change can be fatal. A poorer working environment, loss of productivity and expertise, and higher sickness absence. In addition, there are consequences outside the organization. The employee's health, which in turn affects family and friends, can become an additional cost to society. So it doesn't help that the company states on its website that it is aware of its social responsibility. They are not, and it may seem as if they are turning a blind eye to the consequences in their pursuit of a change they are convinced will increase profitability.
REFLECTION
So what can be done? One simple method that can quickly bring about change at individual and group level is reflection. Reflection can be used to increase insight into your own reaction and thus give you the insight to do something different the next time you are in a similar situation. As a manager, reflection can provide new insights that can improve results for the employee, the company and you as a manager, in addition to the benefit of preventing people from becoming ill and perhaps falling out of work.
Reflection can also be used at group level. Used in the right way, it can be a tool that contributes to increased trust in a group. Members become more confident in each other, and through joint reflection, relationships develop for the better.
Reflection may not be the answer in all contexts. But it can be wise and profitable to pause for a while in the pursuit of new answers, wondering what was good and what was not quite so good. And then you can agree on what the group should do more of and less of next time.
