Whether introducing a new tool or process, most people think change management is about changing an activity.
To a large extent, thanks to technology, this is absolutely true.
We find a new process or way of doing something. We discover a new tool or piece of technology that can save us time by removing the need for repetition or reducing the number of people/hours required for a task.
But technological innovation doesn’t exist in a silo and it certainly doesn’t exist in a rational, logic driven world. It exists in a world of humans. Humans who not only think but also feel and react in illogical and irrational ways.
Because of this, for change management to be really effective, introducing new technologies and processes needs a partner strategy that addresses the human response to change. For people to be receptive to the change and for the positive impact to be long lasting, the context and environment matter just as much.
What does a people strategy for change involve?
The first thing any good behavioural scientist will tell you is that context matters! For this reason, a tailored approach that reflects the environment and the people within it is critical to effective transformation.
A number of the tools and strategies we use to achieve this include:
- A multi-faceted change openness or readiness assessment to identify and subsequently address fears, narratives and barriers to change
- An incentive assessment looking at the need and effectiveness of different intrinsic and extrinsic motivators
- Clear communications, change and training strategies
- Using effective messaging and the right messengers to shift employee viewpoints
- Encouraging openness to change through play, exploration and learning
- Identifying and implementing the right types of incentives and drivers to encourage adoption both for short and long term impact