Change Readiness

Change Readiness in an organization is the ability to continuously initiate and respond to opportunities that create business advantage, minimize risk, and sustain performance (Musselwhite & Plouffe, 2010). Change must be a constant in business just “to get things done” (McWhinney, 1996). The need for this organic, constant approach to change means that organizations need a new kind of leadership capacity to reframe, reinterpret and reform operations, and to do so continuously (McGuire and Palus, 2018). This means that to maximize a change opportunity, the organization must be in a place where the team is ready to accept change as normal operation. (Senge, 1990). 

About people

Change is often messy and complex bringing uncertainty and anxiety. At its core, every organizational change is about people. Whether it is the launch of a new product, stepping up to the next level of operational excellence, ramping up production, opening a new facility or moving back into the office after a period of home working. 

Questions to ask yourself

My key advice to clients before they begin any change is to ask, “Are you ready for change?” Research shows that over 70% off all efforts fail to meet the initiators intent, and that is often because the change is top down, is not properly planned and does not include the key success factor to any change; the people who have to live with the change.  What effort has a business put into preparing their people and organization for change? A business may ‘need’ to change, but do they have the competence, commitment, and resilience for a change to bring the desired business outcome? 

How have they prepared their people to overcome the anxiety of leaving the familiar and moving toward the unknown? 

Partner or victim of change

Are people ‘partners in change’ or ‘victims of change’? Were people asked for their concerns about or input to change? Do people understand why the change is needed and what part they will play in a successful change? 

Has leadership considered the steps needed to keep their employees motivated through change, rather than demotivating them through confusion, dissociation or a lack of vision?

Are people being ‘coached through change’ or just told to “get on with it.?” Where do kindness and respect feature in your readiness for change process?

Saving time

Far too many organizational changes stall, or take much longer than they need to, because neither the people nor the organization are actually prepared for and are therefore ready to change. If you want to save time, effort and money, consider your readiness for change, plan the people path through change, and then accelerate your change program with, and not despite of your people. 

To find out more or to receive business advice about this speciailst subject, get in touch with Dr Anthony Kenneson-Adams by clicking here.

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