Change Readiness

What do you think, "take the temperature" means?

To “take the temperature” refers to polling an audience to better understand where they are in their present state. In the context of change management, taking the temperature is used to know where the stakeholder comfort level is with the status quo related to the proposed change.

What does it mean to Identify the hurdles?

While you "identify the hurdles," you are taking time to understand the roadblocks in the way that may hinder the progress of the change. "Hurdles" could include people, policies, budgets, regulations, complacency, etc. By identifying the hurdles, you have a fuller picture of the present situation and can then make better decisions on how to move forward.

What is the importance of talking to the people in the trenches?

It's essential to communicate and receive feedback as often as possible. Open communication will lead to more information collection, and it's best to make decisions after gathering as many data points as possible. Specifically, when "talking to the people in trenches," you'll better understand logistical complications, or efficiencies, of implementing an aspect of change.

How can you best be prepared for Push-Back or resistance to change?

The reference point of this response is from a decade of sales experience implementing new technology into hospitals.

It is advantageous to gather common objections for the topic you are about to discuss- in this example, the change you want to implement.

After generating the list of objections, consider the solutions you have to mitigate the impacts of those suggestions. When in the environment where you are sharing the change with new people, be sure to include the common objection within your "pitch." Follow the introduction of the objection with its resolution. Share how the change team has worked ahead of time to mitigate the magnitude of the impact. Then continue with the remainder of the pitch.

Taking this step, you have wiped away most of the "Push-Back" that could come your way. This leaves the stakeholders with less opportunity, if any, to critique the proposed change.

What do you believe a Change Readiness Assessment should include?

I've reviewed several Change Readiness Assessments and enjoyed the proposed form generated by Robert Kriegel and David Brandt, both psychologists, who co-authored the book "Sacred Cows Make the Best Burgers." For their Change Readiness Assessment, visit the following website: https://www.yumpu.com/en/document/read/51810371/change-readiness-questionnaire

At the core of any change readiness assessment, you must ask your participants to answer how they feel about a specific statement. That statement must deal with acceptance or hesitance to change. Below you'll find some of those statements I believe are most helpful. These statements come directly from Kriegel and Brandt and are not my ideas. Further, the assessment must allow participants to share the level they agree or disagree with a statement. A simple "disagree" provides less information than someone sharing they "strongly disagree."

"I prefer the familiar to the unknown."

"I'm unlikely to change plans once they are set."

"If something is broken, I'll find a way to fix it."

"I get impatient when there are not clear answers."

"I'm inclined to establish routines and stay with them."

"I can make any situation work around me."

"When I get stuck, I'm inclined to improvise solutions."

"I get frustrated when I can't get a grip on something."

"I prefer work that is familiar and within my comfort zone."

"I can handle anything that comes along."

What do you think is the single most critical action the Leadership of an organization can take to prepare the workforce for major change?

Communication. In fostering a culture of open communication, where two-way feedback is encouraged, you can win over the individuals that make up the organization. I firmly believe there is a split second in time where a stakeholder ultimately commits to either being "in favor of" or "opposed to" an idea. (It's cynical, but I don't think the average person is overly open-minded.)

If you focus on emotionally supporting the stakeholder when they are deciding on their opinion of a topic, you'll have a better chance of mitigating change hesitancy. How do you emotionally support the stakeholder? You ensure that they are in the loop with changes that affect them. Make people feel safe and a part of the decision by openly communicating and fostering a culture that encourages top-down and bottom-up feedback.

Submitted 2/7/22