Communication is key to successful change management: Managing awareness drives trust in development
Managing business awareness of change is the biggest challenge faced by management teams, according to customers of QA-IQ at a recent change management workshop.
Experienced L&D professionals agreed that making sure that change is effectively communicated, and staff reactions are managed, is central to the success of significant business change – particularly where a wider change in behaviour is sought.
Facilitator at the event and Head of the Organisational Development Practice at QA-IQ, Richard Hordern explains; "With the business landscape undergoing more frequent change, from acquisition to outsourcing, skills in effective change management are essential. Understanding how to develop change programmes based around a desired organisational culture, and providing a clear structure and framework for the change, can help overcome some of the challenges organisations face when making cultural change."
Helen Toogood, VP New Ways of Working at Unilever spoke at the event; "Our experience has shown us that it’s really important to understand the Stakeholders involved in your change programme. You need to be aware of their priorities and insecurities and then work with them to address the change in the light of this – this will enable you to build strong relationships and support structures for your stakeholders. Communication is critical and creating a brand for the change programme will give it a clear identity."
Hordern adds; "Creating a consistent message and communicating this across the organisation was clearly the most important concern for change managers. We agreed that by understanding the different audiences for change and their motivations, a truly values-led organisational culture can be created. Giving employees ownership of change can also allow them to better identify with the values of the change programme."
It was also identified as important to celebrate examples of desired behaviour, as well as identifying influencers in different areas of the organisation. Several organisations present had benefited from early identification of structures and processes within the company that either enable or block change.
For more information on QA-IQ’s change management programmes, including our ‘Manage relationships, enable change’ course, please visit www.qa-iq.com/artofpeople , email [email protected] or call 0870 90 600 90.