Change: The two sides of a coin
Methods and targeted tools help executives to accelerate or change entrepreneurial processes.
But that's just one side of the coin. Those in charge should think more about what they can gain by defining a dignified design as an additional factor of success in change processes.
Unequal starting positions among employees
"At the end of a conversation there is always a contract." This much-publicized management credo does not work automatically. Many executives complain about the too slow implementation and that agreed upon is realized only with a few drawbacks.
Is it possible that the above sentence is proclaimed especially by those who are in a better starting position from the outset? As the work context demands to play according to these rules, the "weaker ones" experience time and again that others are better and stronger in enforcing goals or procedures. As inferior part they feel the associated devaluation.
Rules of the game that prevent change
So can a contract concluded under unequal rules of the game even be implemented? Rather bad! Because the implementation automatically includes the continuation of the perceived devaluation - as well as the non-implementation.
If you do not stick to the unconsciously or deliberately rejected rules of the game, you still suffer from not doing what you expect. Motivation for project and corporate goals or committed cooperation inevitably fall by the wayside. Although the opposite is intended, a spiral of devaluation is underway.
Employee leadership in the change process: Between facts and empathy
Established control systems often generate management conflicts with executives: they are measured by key figures - that is, hard facts - but they feel humanly responsible for their employees.
Because they want to do justice to both, they find themselves in a quandary that has been indissolubly resolved and are rubbing themselves between these poles. Well-intentioned approaches are so often doomed to failure.
Change can only succeed with people
"Head Counts", "Human Resources" or "Human Capital" are typical expressions in the design of change processes. Man is eliminated verbally. This supposed objectification carries a great danger in itself.
For if change processes succeed, does not depend on an abstract human capital, but stands and falls with the willingness to implement the concerned people in the Company.
If the change is to succeed - and not only then - an executive must be able to deal constructively with the worries and fears of the employees. If this is missing, then the willingness of the employees to support the change goals is missing.
And not only that. If there is no connection to the executive, then the threatening becomes more and more important for the insecure employee. At the same time, the danger of mutual devaluation is growing.
Trust and connectedness from both sides
Managers and employees are interdependent. Both want to be perceived and valued mutually in their uniqueness. On the one hand, an executive has to actively strive for trust and solidarity with the employees.
Because only if they recognize them in this role, they can win them for change goals. On the other hand, she also needs this respect for herself. Only then can a viable mutual cooperation relationship arise. In processes of change, it is essential to give orientation, to strengthen and rebuild security and trust.
To consider different needs
To improve the results of change processes, external consultants are often involved. This circumstance often triggers internal resistance at the same time.
Because consultants are still too busy as doers. In the future, they will also have to intensify their awareness of the dignified shaping of change processes. You should ask yourself the question: how do managers and employees in a company deal with each other and their different needs?
Would as a basic attitude
Do companies function in the notion that machines that can be continually improved do not incorporate all of the company's energy. Although unintentionally, so you do not bring all the necessary for the success of forces on board.
Man with his dignity is ignored. Whether entrepreneurs, executives or consultants - those responsible must keep asking themselves whether they consider dignified design in their actions. It is not about setting yourself less ambitious goals. Rather, it is about a different attitude: that all people who are involved in processes of change are more worthy of each other.
Conclusion: Only in this way can change management succeed
Change management can only profit from this and, as a result, be more effective. So we turn the medal more often once more!
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