Working in the industry of Change Management we see the best of how people can unite behind a common purpose and truly create something that is bigger and better than before. Having a high performing team, and shifting a change into a receptive environment might seem like a dream come true. And unfortunately this isn't the norm as often as we would like.
Organisational change is a complex process that can significantly impact employees and the overall success of a company. One key aspect that often determines the outcome of change initiatives is individual behaviours. How individuals behave during organisational change can influence the process and outcomes. It's worth taking a step back and looking at the pivotal role of leadership, and the impact of resistance in transformation.
Change management is a structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. It involves careful planning, communication, and implementation to ensure that change is accepted and adopted effectively. It seems to go without saying that there will be resistance to change. Central to the change management process is understanding likely impacts and establishing methods to deal with the aggregation of individual behaviours exhibited in response to change.
The Role of Leadership
Leadership plays a critical role in driving and managing the change. Effective leaders inspire and motivate employees, communicate the vision for change, and provide support throughout the transition process. A strong leadership presence can help alleviate fears, build trust, and encourage proactive behaviours among employees, ultimately leading to successful change implementation.
Dealing with Resistance
Resistance to change is a common phenomenon experienced in organisations undergoing transitions. Employees may resist change due to fear of the unknown, concerns about job security, or simply a reluctance to step out of their comfort zones. Recognising and addressing resistance is crucial for overcoming obstacles during change. By fostering open communication, addressing concerns, and involving employees in the change process, organisations can mitigate resistance and facilitate smoother transitions.
The main damage resistance can cause doesn't come from one or two people who express genuine difficulty in making the change. There will always be people impacted by change, and change managers will usually plan to support these impacts with engagement, communication, training and leadership encouragement.
Resistance becomes a problem when it gets organised. This especially needs to be monitored in businesses that have union representation. Peak bodies are influential stakeholder groups with information needs that should be engaged by specialist resources from a team such as Workplace Relations. Working in consultation with Peak bodies can be a very powerful way to monitor general employee attitudes and receptiveness to change. This often results in productive two-way feedback where early concerns are flagged and can be addressed through information share and consultation.
The Impact of Individual Behaviours During Organisational Change
Individual behaviours during organisational change can have a profound impact on the success of initiatives. Positive behaviours, such as adaptability, open-mindedness, and collaboration, can drive innovation and create a culture that embraces change. On the other hand, behaviours such as resistance, apathy, and lack of engagement, can impede progress and hinder organisational growth.
Behaviours that hinder progress need to be accurately diagnosed as to the root cause, so that the right resolutions can be applied. Ideally leaders will demonstrate an adaptable, open-minded and collaborative approach to examining the cause of the problems, and resolving them. Through modelling positive change behaviours and providing support to employees, leaders can create a conducive environment for ongoing successful change implementations.
Driving Transformation
If change were easy, we wouldn't be having this conversation. Embracing change is a fundamental aspect of organisational growth and success. Transformational change requires a collective effort, with individual behaviours serving as building blocks for organisational evolution.
Changing behaviours can be like changing identity. For an individual, this can mean reflection on who that person wants to be, examining how that is different to now, and replacing old ways of thinking with a new mindset that drives towards the desired outcome. For organisations, transformation is not just about making surface-level changes - it involves a fundamental shift in mindset, culture, and processes within an organisation. For successful transformation to occur, leaders must lead by example, align behaviours with the desired change, and empower employees to be change agents.
Collectively, individual behaviours shape the outcomes of organisational change. By acknowledging the impact of individual behaviours and cultivating a culture that values adaptability, communication, and collaboration, organisations can drive transformation to success. By understanding the impact of behaviours such as leadership and resistance, organisations can navigate change more effectively and achieve sustainable growth.
To get support with recognising the importance of organisational behaviours during change, book a free consultation to discuss how we can help.