YOUR BUSINESS Employees who are given this basic information are more
likely to be supportive of the change compared to those who are not informed. Additionally, presenting changes along with this information cultivates employee perception that the organization is well managed and headed in the right direction. They see a well thought out plan rather than a knee-jerk reaction.
INVOLVE EMPLOYEES IN DEVELOPING NEW CHANGES Since people resist change that they have no control over, you can always take a different approach and give employ- ees a chance to have some involvement in developing the change. This can have several advantages, and can be a great help in gaining buy-in. In this scenario, change is presented as a request for assistance rather than a decree. Start by specifying the goal that the change will achieve.
“With this change, we hope to ….” Then, present the proposed plan to implement the change. At that point, ask if anyone has a better idea about how to better achieve the goal. This does two things. First, it gives them some input into the change process. Next, and probably more impor- tantly, they may well come up with a better plan than the original one that will meet the same goal.
ENSURING COMPLIANCE WITH CHANGES So, once you have the change implemented and everyone is aware of the reasons for it, how do you ensure compliance? How about exploiting some basic human behaviors:
S.W.A.T.
• People do what they’ve done before. If you see a person doing something, you can be confi- dent that it is probably not the first time they have done it. It follows that if you want people to behave a certain way, you need to get them to behave that way at least once. It is not necessarily a guarantee, but it certainly increases the odds.
• People do what they see others do (even if they don’t know why). Grandmother always cut off the ends of the ham before she baked it because the roasting pan she had was too short to hold the ham otherwise. Decades later, family members still cut the ends off the ham before baking it, even though the pan they use is big enough to hold the untrimmed ham. If you see a person do something, you can be confident that others in that person’s acquaintance probably do the same thing. This is particularly true when the person be- ing observed is perceived as a role model, an expert, or an authority. If you want the young mechanics to do it right, you better start with the seasoned ones. If you want the apprentices to do it right, start with the journeymen.
• People don’t do what they can’t do. If a behavior is impossible it won’t be done. On the flip side, if it is physically impossible not to comply with a change, then you will gain compliance. For example, if you want to enforce the use of the new forms, make sure
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