However more times than not, Project Change Coordinators are challenged by a level of commitment that can sometimes appear apathetic, coercive or misleading. This quietly administered adversity may be from managers, who are resisting change, or service professionals who are resisting change, no matter how big or small that resistance may be. Emotional responses that are not conducive to the proposed change tend to demonstrate varying levels of personal commitment to the change as well as to personal
So, how can an already fully service committed workforce also be persuaded to fully commit to the change project?
One of the areas of full commitment is payday. All employees are fully committed to receiving wages for services rendered. The employees wage has agreed terms and conditions and so far those terms and conditions may not have included processing a change.
This does not mean that the employee, irrespective of their status within the organisation, is not required to fulfill their obligations to the wellbeing of the company by supporting, helping to facilitate and actioning change. But what it does mean is that the added workload, for the tactical response group in particular, will be far greater than for a management group, should that management group be top down delegators as opposed to hands on doers. In this way the political dynamics of the organisation will play a big part in whether or not the proposed change is going to be processed within the desired time frame and with the desired
result. This always reflects an imbalance in the levels of commitment between groups. This imbalance nearly always creates communication barriers. Therefore the key to increasing levels of commitment in a workforce that is already fully committed to their service level is human communication.
Communication that builds trust between the organisational service groups is advised. Trust development must begin with the
proponents of the change project sharing their vision with all employees in the clearest and most transparent way possible.
The important element to remember, when building trust relationships during change, is that the process of change is not perfect. Individual histories of trust experiences will influence an employee’s ability to fully commit to change objectives. Personalities interpret communications in unique ways and perspective plays a big part in how employees view their role in the facilitation and actioning of the change process. Consequently, be prepared for emotional responses, that will need to be considered in the project planning of trust development, if you want to be successful in furthering trust relationships, in a workplace that may already have strong trust relationships in place. For trust is a firm belief that something can be relied upon . Individual perceptions of the meaning of change produce all kinds of emotional pro-actions and responses. So the key question to ask yourself when developing a change management, trust development communication program in order to facilitate commitment to the change project is:-
“how can I be confident that the expectations of this change project will be reliable, dependable and obliging for all concerned”.
Kevin Dwyer of The Change Factory had this to offer:-
“Building trust by communicating early and often, establishing standards of performance as part of the change program; training, coaching and counseling people to enable them to execute to the standards of performance, and setting a low tolerance
level for non-performance will build pride in a job well done, leading to career advancement. This approach has built self sustaining momentum in a Change Program every time I have used it. Many organisations think they do it when
instituting change. However, most organisations do not. Most change programs fail the longevity test.”
Dwyer’s trust development program is founded in the belief that “low tolerance for non-performance is a key element.. (in the building of).. critical mass”.
Mr. Dwyer communicates confidently that the low tolerance expectations of his change program will be reliable, dependable and obliging for all concerned. He further suggests that while a few people may be altruistic about change, the major motivator is “What's In It For Me?" from which he offers the acronym WIIFM.
Under his WIIGM Program, Dwyer suggests 5 reliable, dependable and obliging trust development considerations which are:-
1. low tolerance outcomes for non-performance
2. career advancement and remuneration outcomes as a result of a completed change process
3. personal pride in a job well done as an outcome of the change management process
4. recognition of the employees capability to change, and
5. changed standards of performance.
Kevin Dwyer’s objectives demonstrate a high level of confidence and expectation in the outcomes of his trust development program, that is designed to increase the commitment levels of employees undergoing organisational change. He also records a solid record of achievement using his methods.
For more information about the Change Factory please go to http://www.changefactory.com.au