We’ve already discussed at length the standard change management techniques and practices, vis a vis, the various standard models out there. We also, though, suggested hybridizing models to find something a little more balanced to the environment that you actually are presented with, as any of these given models can have a tendency to try so hard to be all-encompassing as to not work right at all for your situation.
So, we’re going to give you some more change management techniques and practices to help you do this. We’re not going to review any more models (we’ve covered all the conventional ones anyhow). We’re going to look at some general practices, regardless of model, you can apply to get more solid results, and maybe even give you some ideas for formulating your own unique model.
So, let’s take a look at what we can do.
#1 – Befriend the Organization
You will often be looked at as an enemy or at best a hindrance by many in the organization. They see change as an imposition, an annoyance or even worse, sometimes an insult, a negative judgment of their aptitude in performing their role in the organization.
This view of you as an opposing force will cause more freezing and make thawing them nearly impossible. So, you need to above all else, befriend the people you must work with. This can be achieved a number of ways, the most general and obvious thing being spending some time learning names, getting to know who people really are, and establishing a rapport with them.
Make yourself available. Maintain an air of professionalism, but along with it, be an average person they can approach.
#2 – Gamification Works
Another way to shake apprehension is to work gamification into your change management approach, mainly in your training segments. Work out social games, or even a bigger gamification model which can engage them, help them to see it as a fun challenge to learn new things, and therefore not only make them receptive to training in general, but also receptive to the idea of change, which is something average people tend to balk at otherwise.
We’ve talked a lot about gamification in other fields, training especially. Well, change management is 75% training, 24% human element and a whopping 1% logistics, so you might want to take that into consideration.
#3 – Incentives
Incentives come in many forms, from rewarding long term adoption of changes via good old positive reinforcement, to selling the need for the change by identifying a problem the people may not even know they have, and promising them a less bothersome existence if the changes are put into place.
It’s best to do both, if you can. It may be hard to find a way to sell everyone on change, hence the other two techniques mentioned also being pretty necessary. Now, all of this is pretty independent of models you’re using, but it kind of suggests its own proto model to mold others around.
Being a friendly, approachable person (rather than opposition) who works engaging training methods and presents the change as a solution to problems is going to get you far. These are probably the best change management techniques and practices to walk away with, along with working out (or choosing) a good model that fits your time table, personnel group and goals.