Embedding Change

Embedding change

Embedding Change – Making It Stick And Creating A Culture

Embedding change – here are some ways to make sure the change in your organization is successful

  1. Give them the evidence Show people over and over that the change is real. Provide them with a steady stream of evidence to prove that the change has happened and is successful.  Set out to deliver real results at regular intervals in your change process and then tell people about them – don’t just wait for the big bang at the end. Get people involved and then get them to talk about their involvement.  Make sure everyone hears the news.
  2. Financial reward When loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards.  The promise of future reward may be enough to keep them engaged but make sure it isn’t too far out to be enticing — usually reasonable reward needs to be within a twelve-month timeframe. This risk is that when the reward is gained, you may lose them. If you want them to stay, you may need to keep a rolling “golden handcuff “ system
  3. Build change into formal systems and structures After a while, institutionalized things become so entrenched, people forget to resist and just do what is required, even if they do not agree with them.  So you can make changes stick by building them into the formal fabric of the organization, for example, in standards and personal objectives.
  4. Give them a new challenge A challenge is a great motivator that can focus people on new and different things. Get people to keep up interest in a change by giving them new challenges related to the change.  Make sure the challenges really stimulate them and keep them looking to the future.
  5. Reward people for doing the right things. A surprisingly common trap in change is to ask (or even demand) that people change, yet the reward system that is driving their behavior is not changed. Asking for teamwork then rewarding people as individuals is a very common example.  So when you make a change, make sure that you align the reward system with the changes that you want to happen.
  6. Rites of passage Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures, ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualized.  When a change is completed, celebrate with a party or some other ritualized recognition of the passing of a key milestone.  You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolize letting go of the past.  Create new rituals to help shift the culture to a new form. Use these, if possible, to replace the rituals that already exist.
  7. Socializing Build your change into the social fabric. A change that is socialized becomes normal and the ‘way things are’.  When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. Seal changes by building them into the social structures.  Give social leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.

If you have other ideas for embedding change and making it successful, please share them here.

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link

         

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Embedding Change – Making It Stick And Creating A Culture

Embedding Change – Making It Stick And Creating A Culture

Here are some ways to make sure the change in your organization is successful

  1. Give them the evidence Show people over and over that the change is real. Provide them with a steady stream of evidence to prove that the change has happened and is successful.  Set out to deliver real results at regular intervals in your change process and then tell people about them – don’t just wait for the big bang at the end. Get people involved and then get them to talk about their involvement.  Make sure everyone hears the news.
  2. Financial reward When loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards.  The promise of future reward may be enough to keep them engaged but make sure it isn’t too far out to be enticing — usually reasonable reward needs to be within a twelve-month timeframe. This risk is that when the reward is gained, you may lose them. If you want them to stay, you may need to keep a rolling “golden handcuff “ system
  3. Build change into formal systems and structures After a while, institutionalized things become so entrenched, people forget to resist and just do what is required, even if they do not agree with them.  So you can make changes stick by building them into the formal fabric of the organization, for example, in standards and personal objectives.
  4. Give them a new challenge A challenge is a great motivator that can focus people on new and different things. Get people to keep up interest in a change by giving them new challenges related to the change.  Make sure the challenges really stimulate them and keep them looking to the future.
  5. Reward people for doing the right things. A surprisingly common trap in change is to ask (or even demand) that people change, yet the reward system that is driving their behavior is not changed. Asking for teamwork then rewarding people as individuals is a very common example.  So when you make a change, make sure that you align the reward system with the changes that you want to happen.
  6. Rites of passage Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures, ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualized.  When a change is completed, celebrate with a party or some other ritualized recognition of the passing of a key milestone.  You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolize letting go of the past.  Create new rituals to help shift the culture to a new form. Use these, if possible, to replace the rituals that already exist.
  7. Socializing Build your change into the social fabric. A change that is socialized becomes normal and the ‘way things are’.  When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. Seal changes by building them into the social structures.  Give social leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.

If you have other ideas for embedding change and making it successful, please share them here.
Wendy Mason is a career coach.  She helps people reach their goals and aspirations, without sacrificing their home and personal life.  Before working as a coach, Wendy had a long career in both the public and private sectors in general management and consultancy as well as spells in HR.  She now divides her time between coaching and writing. You can contact Wendy at wendymason@wisewolfcoaching.com and find out more at http://wisewolfcoaching.com

COMPLETING THE CHANGE – CONSTRUCTIVE WAYS TO EMBED CHANGE

Refreezing is the third of Lewin’s change transition stages, where people are taken from a state of being in transition and moved to a stable and productive state.

Here are some positive and constructive ways to make it happen:

Evidence stream

Show them time and again that the change is real.

Get people to accept that a change is real by providing a steady stream of evidence to demonstrate that the change has happened and is successful.  You can plan for change projects to reach milestones and deliver real results in a regular and predictable stream of communications that is delivered on a well-managed timetable. This is as opposed to the early ‘big bang’ followed by a long period of relative silence.  Communicate through a range of media. Get people who have been involved to stand up and tell their stories of challenge and overcoming adversity. Ensure the communications reach everyone involved, and do so over and over again.  Keep posters and data charts up to date. Regularly show progress, demonstrating either solid progress against plan or robust action to address any slippage.

Golden handcuffs

Put rewards in their middle-term future.

When loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards. However, this can re-bound -paying them today could still lead them to leave. The promise of future reward, however, may be enough to keep them engaged. The promised rewards cannot be too far out or they would not be enticing — usually reasonable reward needs to be within a twelve-month timeframe. This risk is that when a reward is gained, this could be a point at which the person leaves. If you want them to stay, you may need to keep a rolling handcuff system.

Institutionalization

Build change into the formal systems and structures.

The formal systems and structures within the organization are those which are not optional. People do them because they are ‘business as usual’ and because they will be criticized or otherwise punished if they fail to do them. After a while, institutionalized items become so entrenched, people forget to resist and just do what is required, even if they do not agree with them.  So you can make make changes stick by building them into the formal fabric of the organization, for example:

    • Building them into the systems of standards – this the way we do things here!.
    • Put them or elements of them into the primary strategic plan.
    • Build them into people personal objectives including the CEO.
    • Ensure people are assessed against them in personal reviews.
    • Reward people for following the house rules – see below

New challenge

Get them looking to the future.

One of the key things that makes people happy is challenge. In particular, people who have discovered this get hooked on the buzz and fall into the psychological flow of getting deeply engaged. Challenge is a future-based motivator that focuses people on new and different things, rather than basic motivations such as control and safety that may lead people to resist change.  Get people to maintain interest in a change by giving them new challenges, related to the change, that stimulate them and keep them looking to the future.

Reward alignment

Align rewards with desired behaviors.

A surprisingly common trap in change is to ask (or even demand) that people change, yet the reward system that is driving their behavior is not changed. Requesting teamwork and rewarding individuals is a very common example.  Many people are driven by extrinsic rewards, and the saying ‘Show me how I’m paid and I’ll show you how I behave’ is surprisingly common.  So when you make a change, ensure that you align the reward system with the changes that you want to happen.

Rites of passage

Use formal rituals to confirm change.

Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures, ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualized.  When a change is completed, celebrate with a party or some other ritualized recognition of the passing of a key milestone.  You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolize letting go of the past.  Create new rituals to help shift the culture to a new form. Use these, if possible, to replace the rituals that already exist.

Socializing

Build it into the social fabric.

Society is almost invisible and people accept its rules without even noticing that they are doing so. A change that is socialized becomes normal and the ‘way things are’.  When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. Seal changes by building them into the social structures.  Give social leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.  Create rituals, utilize artifacts and otherwise build it into the culture.

Embedding change: how to refreeze successfully

Embedding change: how to refreeze successfully

Refreezing is the third of Lewin’s change transition stages. This is where people are taken from a state of being in transition and moved to a productive, healthy state that is stable. It means embedding change successfully. Embedding change takes time and needs leadership and support!

The three stages of change identified by psychologist Kurt Lewin are the basis of most Embedding changechange management approaches today. They are very easy to understand – unfreeze, transition, re-freeze! Recently I wrote here about how to unfreeze and transition. This post deals with ensuring your change you made is truly embedded in the organisation.

Embedding Change

Here are techniques to ensure your change is truly successful.

Evidence stream

Show your people time and again that the change is real. This means providing a steady stream of evidence of results. It “proves” that the change has happened and is successful.  So, you could plan for change projects to reach milestones and deliver real results to a regular and predictable timetable. This would be accompanied by a stream of regular communications that is also delivered on a well-managed timetable. And it is the opposite of planning for an early ‘big bang’ followed by a long period of relative silence.

You should communicate through a range of media. Get people who have been involved to stand up and tell their stories of challenge and overcoming adversity. And, ensure the communications reach everyone involved, and do so over and over again.  Keep posters and data charts up to date. Regularly show progress, demonstrating either solid progress against plan or robust action to address any slippage.

Institutionalisation

Build the change into your formal systems and structures. The formal systems and structures within the organisation are those which are not optional. So, people do them because they are ‘business as usual’ and they will be criticised or otherwise punished if they fail to do them. After a while, institutionalised items become so entrenched, people forget to resist. And they just do what is required, even if they do not agree with them.  So you can make make changes stick by building them into the formal fabric of the organization. For example:

  • Build them into the systems of standards – “this the way we do things here!”
  • Put them, or elements of them, into the primary strategic plan.
  • Build them into people’s personal objectives including the CEO.
  • Ensure people are assessed against them in personal reviews.
  • Reward people for following the “house rules.”

New challenge

Get them looking to the future. One of the key things that makes people happy is challenge. In particular, people who have discovered this get hooked on the buzz and fall into the psychological flow of getting deeply engaged. Challenge is a future-based motivator that focuses people on new and different things. This is rather than basic motivations such as control and safety that may lead people to resist change. So, get people to maintain interest in a change by giving them new challenges, related to the change. Stimulate them and keep them looking to the future.

Reward alignment

Align rewards with desired behaviours. A surprisingly common trap in change is to ask (or even demand) that people change. Yet the reward system that is driving their behaviour is not changed. For example, requesting teamwork and rewarding individuals rather than teams.  Many people are driven by extrinsic rewards, and the saying; ‘show me how I’m paid and I’ll show you how I behave,’ is surprisingly common.  So, when you make a change, ensure that you align the reward system with the changes that you want to happen.

Rites of passage

Use formal rituals to confirm change. Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures; ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualised.  When a change is completed, celebrate with a party or some other ritualised recognition of the passing of a key milestone.

You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolise letting go of the past.  Create new rituals to help shift the culture to a new form. If possible, replace the rituals that already exist with new ways of behaving.

Socialising

Build your change into the social fabric. Society is almost invisible and people accept its rules without even noticing that they are doing so. A change that is socialised becomes normal and the ‘way things are’. When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. So, seal changes by building them into the social structures. Give social leaders prominent positions in the change. And, when they feel ownership for it, they will talk about it and sell it to others.

Golden handcuffs

Make sure you put rewards into your team’s middle-term future. If loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards. However, this can re-bound. Paying them today could still lead them to leave. But, the promise of future reward, may be enough to keep them engaged. The promised rewards cannot be too far out or they will not be enticing. Usually, reasonable rewards need to be within a twelve-month time-frame. The risk is that when a reward is gained, this could still be a point at which the person leaves. If you want them to stay, you may need to keep a rolling “handcuff” system.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link