According to consultant and author, Jiri Maly (Achieve change by accepting these inconvenient truths, Globe and Mail, Monday, December 28, 2009, http://www.theglobeandmail.com/report-on-business/managing/achieve-change-by-accepting-these-inconvenient-truths/article1413125/), planning a process or business change is only part of the challenge of instituting change. Encouraging the staff to join in—especially one that’s battle-scarred from layoffs—poses as much of a challenge.
- Employers must seek buy-in for the change from the staff. To do so, employers must acknowledge the “thoughts, feelings and beliefs of those” affected.
- Employees need to be motivated to make the change. But Maly derides “the common practice of ‘communicating the change story,’” which can “backfire;”suggesting, instead, that employees need to discover the need for change on their own and write their own stories. In that way, the develop “ownership” of the change process.
- The work environment needs to support the change. Mass culture training and trying to plant change agents among the workers often fails to work as intended; Maly recommends smaller efforts such as short learning forums that explore the whys of instituting change.