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Helping People with Change

Sid Scott

April 2003

When we experience economic downturns (or rapid upturns), organizations are forced to make changes out of necessity or opportunity. When these changes take place, difficulties arise because of our varied abilities to adapt to modifications within our workplaces-different structures, fewer/more coworkers, new tasks, new reporting relationships, etc.

While change, whether planned or unplanned, is inevitable and often beneficial, we need to be aware of the effect on individuals and take steps to help make the process as painless as possible. In organizations where ownership culture is emphasized, the need for ongoing communication creates additional challenges as well as opportunities.

The current environment is especially difficult with the combination of economic and political uncertainties. These uncertainties have prompted many organizations-for profit, not-for-profit and governmental - to react in predictable ways. First, many have adopted a "wait and see" approach to planning, investment in capital and hiring of additional folks. Secondly, where capital investments in equipment and facilities are needed along with more help to operate, managers and employees have had to "get by," often forcing some groups and individuals to do double duty. Finally, in those organizations where the economic uncertainties have been especially severe, staffs have been cut, permanently or through layoffs, to help the organizations survive financially. These reactions, while understandable in a monetary sense organizationally, are very difficult psychologically and can be extremely painful when individuals lose their means of support; i.e., their benefits and even their employment.

While change may be forced upon us, as leaders, managers and owners there are several things we can do to help our organizations and ourselves. Here are a few tips for your consideration.

We need to understand that change is never easy

A paradox identified by organization development experts is that organizations both promote and resist change. Resistance may originate within the structure of the organization itself, the power structure, the reward system, or within individuals who have established habits, security and economic needs and fear of the unknown such as happens when we anticipate working for a new boss or joining another work team.

Social factors can also play a part in why people resist change. There may have fear of what others will think. If a work group norm is to stay with the status quo, individuals within the group may feel they cannot speak up in support of changes. Managers need to be aware that individuals may need additional support and encouragement to help with the changes taking place. Generally, the majority of individuals within an organization will accept necessary changes if the changes are fairly applied, communicated openly, if managers show an acceptance for feelings, and if those who help the transition are rewarded properly.

Getting people involved in helping can be very effective

One of the best methods to bring about acceptance to change is through participation. To do this, individuals must be brought in early in the process to understand the problems the organizations faces. Then, through various processes, those affected can help give input into the decisions that will affect them and their work. While there is often resistance by managers who think they cannot trust a broader group to keep secrets (i.e. knowing about a new product being developed, or a new acquisition), just the opposite is true. When leaders and managers give trust to employees by involving them early, making them aware of the risk if the competition were to find out about our changes, they will show their loyalty and acceptance by helping bring about successful change; i.e., they will show their trust for management.

It may seem unbelievable to some, but I am aware of companies that gave the ultimate degree of trust to non-management employees by telling them that jobs need to be eliminated. Before the decisions were made as to which positions would be eliminated, employee work groups discussed the situations and gave input into which jobs were the most and the least critical to the organization. In some cases, individuals stated that their own position could be eliminated to help the company survive.

Good communication is one of the best aids

Actually, open communication is one of the best tools we can use at any time, good or bad. When we communicate openly, honestly and often, we build trust, and relationships, work or personal, are built on trust.

Marvin Weisbord, consultant and author of Productive Workplaces, gives several communication tips on how to help people through changes. Some of these may seem obvious, such as telling the truth, but often leaders and managers make the fatal mistake of hedging or falsifying information. This can result in a huge loss of trust and can negatively affect morale for a long, long time.

Weibord's other tips include: giving as much information as possible, repeating it so that everyone understands, avoiding arguments, listening (maybe the most important), accepting all feelings-good or bad and following up on questions.

Assistance with stress can prevent problems

Because of their own make-up and particular circumstances, some individuals may experience extreme stress from organizational changes. In fact, even positive changes can be stressful; i.e., promotions, new jobs, etc. When leaders or managers observe individuals who are having great difficulty adapting, there are some things that can be done to help them.

First, listening and accepting feelings, as noted previously, can help immensely. Sometimes people need to "vent" and that venting doesn't mean they are working against the change. It may mean that they need to get their feeling out in the open-sort of a cleansing process. Some managers may be better at this than others, and they should be encouraged to help out. Other good listeners may include human resources staff or EAP (employee assistance program) counselors.

However, in some cases, the combination of changes and pressure may push the person into a clinical situation. When this happens, make certain those affected get professional counseling or receive medical intervention.

Reward those who contribute to the change

This may seem rather simplistic, but often we neglect to reward those individuals who help bring about needed changes. This group would include those individuals who acknowledged the need for change, worked harder during the transition and were willing to make extra efforts to make certain everything went smoothly. How people are acknowledged and rewarded depends on our specific cultures, but may include mention in news releases, company newsletters, at company meetings or on the company's intranet. It may be possible to give merit increases, bonuses or other financial rewards to acknowledge good work. From a behavioral perspective, those who helped out need to feel appreciated for their efforts to bring about changes.

The current environment is very challenging, and changes will be needed to help organizations stay the course. The most important resource of any organization is its people. How we approach change with regard to our people will likely determine if we survive.

Sid Scott is Vice President of Human Resources for Woodward Communications, Inc., a multi-media corporation located in Dubuque, Iowa. WCI became a 30% ESOP company in January 1992, and increased employee ownership to 61.58% in February 2001. He was elected to a second term on the NCEO Board of Directors in 2000, and is a frequent presenter/facilitator at conferences. Sid serves on the board of Monroe Publishing Company, a 100% employee-owned newspaper located in Monroe, Michigan. He has a MBA from Bradley University, a BS in liberal arts from Illinois State University and is an adjunct faculty member in business administration for Clarke College in Dubuque and the University of Wisconsin-Platteville.

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