Change is a constant in our lives. When workplace change is managed poorly, it can lead to conflict. Damaged relationships can be difficult or impossible to repair and conflicts can harm a business’s reputation. A 2021 survey for ACAS reported that the cost of conflict to UK organisations was £28.5bn. Here are seven ways to help you implement change without causing conflict.
Start off by identifying why you want to change things
You may know that change is a good idea, and as the business owner or manager it may be entirely your decision to make the change, but be clear about your motivations before you take action. Then, think about whether you can include the team in the decision-making process; this can increase buy-in from the start. The first step to communicating the change is to note down the reasons and benefits of it. Staff who understand this are less likely to resist.
Understand the types of change that may occur in your business
Sometimes changes happen that are outside our control. Legislation may change, or you may be required to move from paper forms to digital platforms. This can cause resentment because no one likes to be told they must do something. To avoid resentment building up among staff, get together and discuss the change. Ask for support in making it happen if needed, and appoint a champion to help lead the change. Also, make sure you embrace it yourself.
Consider how people react to change
Not all members of your staff team will react to a proposed change in the same way. A simple and helpful model divides people into those who can and will, those who can and won’t, those who can’t but would, and those who can’t and won’t. Someone who can and will adopt a change might make a good champion for an initiative. They can help those who are willing to change but are struggling. Consider whether those who can and won’t are afraid of change, or worried that their role will be replaced by technology. Once you have a better understanding of the different reactions to change, you can anticipate different team members’ needs and reduce conflict when change is introduced.
Promote the benefits of change
In point one, I asked you to note down your reasons for change alongside its benefits. Now you understand more about your staff team and their attitudes to change, you can start to promote the relevant benefits. For those who resist change because they worry it will threaten their role, you could highlight the opportunities that could open up to them if they adapt to it. For those who prefer an easy life, you can promote how the change will fulfil this. For those who love learning something new, promoting the benefits may be easy. Be aware of the benefits, talk about them regularly, and remember that people may need to hear a message several times before it sinks in.
Identify the barriers to change
Limited resources are often behind conflict about change. ‘I don’t have time’ or ‘we can’t afford it’ may be responses to any idea. To address this, discuss your proposed change. Listen to concerns and show that you take them seriously. Make time available for those who are time-poor, rather than expecting them to learn and adapt randomly. Consider the costs and savings involved in the change and demonstrate how any outgoings could be recouped over time and could help business growth. By taking the barriers people highlight seriously, you will build a stronger case for change and reduce conflict down the line.
Consider different communication approaches to overcome barriers to change
Successful change implementation is all about communication. Make people fully aware what is going to happen. Remember the old phrase that we have two ears and one mouth for a reason; listen to your team as well as reinforcing the benefits of the upcoming change.
Implementing change
If you have listened to your team, highlighted benefits and dealt with barriers, you are ready to implement change. Have clear timescales and expectations. Remember everyone will adapt at different speeds. Have regular updates to reinforce the change. Keep talking about it and offer further training if needed. This ongoing support will ensure that change progresses smoothly.
ABDO is holding a workshop on change management in February. Find out more at bit.ly/3GTitZq.
- Nick Walsh is head of corporate development at the Association of British Dispensing Opticians