In 1998, an amazing little book was published. Titled “Who Moved My Cheese?” the book was a business fable that dealt with four typical reactions to change in work and life. Whether you are a “Sniff” who anticipates change early, or a “Scurry” who scurries into action and adapts, change impacts us all.
The American Institute of Stress estimates that stress in the workplace costs U.S. corporations over $300 billion annually, or more than ten times the cost of all strikes combined. That’s significant.
Change becomes a major stressor for employees no matter what form it takes. It could be reorganization, takeover, merger or downsizing. If there is a change in structure, or in the management, the change threatens the emotional security of the employees. The less control an employee has over his/her situation, the greater his/her stress.
But why is stress a result of change? Well, most people are resistant to change. Be honest; when change happens, people prefer to stay in their happy little comfort zones. One of the reasons that change is often viewed as a stressor is that people tend to view change negatively. People, naturally, have a tendency to prefer stability and security. We are afraid of the unknown and oftentimes the response to change is visceral. “I don’t want to deal with this change, so where’s the closest exit?”
The Global Business and Economic Roundtable on Addiction and Mental Health released a survey on work-related stress. Two of the top ten items causing employees stress are lack of communication and lack of control. As stated above, the less control an employee has over his/her situation, the greater his/her stress. Yes, I repeated myself.
What can we do to lessen the negative impact of change? As an employer, make the employees part of the change and allow them to assume some ownership within the change process.
• As a manager, you need to communicate – to create understanding of the change. However you decide to communicate, communicate that you are committed to the change and seeing it through.
• Convey the message that you are confident the “team” will make it through the changes and that you need their input to make it work.
• Recognize, and admit, that the change may negatively impact some people.
• Understand the various personalities of the people involved as different people react differently to change.
• Provide information that will reduce uncertainty and ambiguity about the change. Change needs to be understood and managed in a way that people can cope effectively with it. Help the employees focus on the big picture.
• Allow the employees to communicate their reactions and concerns to you. Request their input, utilize their suggestions. Involve the employees and lead them through the change.
It is often said that “the only constant is change.” So, prepare yourself.
Dedicated to Gary Toche.
Your leadership will be missed. Bon Voyage
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