Managing change

Business these days operates in a state of constant change and printers are no exception. It is a fact of life. As Don Draper, the character from Mad Men puts it, change is not good or bad, it just is. Whether managers like it or not, they have to deal with change.

In a fluid and dynamic marketplace with technology and shifting requirements of customers, printers have no alternative but to keep changing.

The problem however is that some companies are better at managing change than others. One of the world’s most eminent management thinkers, John Kotter, has found that 70 per cent of all major change programmes in organisations will fail because managers do not take a holistic approach to see the process through.

Much of it comes down to people resisting change. Why does this happen? Studies show that people resist change when they feel loss of control. It leaves them feeling that they have lost their autonomy. People also worry about the uncertainty where change feels like walking off a cliff blindfolded. Change management programmes fail when decisions are imposed on people suddenly, with no time to get used to the idea or prepare for the consequences. Then there is the panic that sets in when everything seems different.

Another issue is the loss of face where people associated with the last version – the one that did not work or is being superseded – are likely to be defensive about it. There are also concerns about competence, the change creating a greater workload and ghosts of the past where old wounds reopen and historic resentments are remembered. How should managers handle that? They should minimise discomfort and try to diagnose why the change is being resisted.

There are some clear steps on how to manage change. The most important is to communicate effectively. It is important to talk to everyone about why change is necessary. Printers need to share their vision of change with everyone. This includes talking to all stakeholders and getting their support early in the process. These discussions can help the printer assess the various barriers and plan how to manage stakeholders as they move forward.

Also, aim for a few early achievements to showcase the benefits of the change. That helps to keep people motivated and enthusiastic. Good managers build on the change they start, and work towards making it part of the organisational culture.

Printers could involve staff early in the change process and establish clear points for discussion and input. Importantly, they should involve staff in changes that affect them, keeping in mind team members who have a close knowledge of the company’s systems and processes. They might have valuable suggestions to make.

Printers should also help staff to manage loss by using discussion sessions to allow them to share their feelings about the changes. They could for example schedule one-on-one meetings with appropriately skilled members of the management team, or make counselling available to help staff work through their emotional responses.

To help drive the change, they should select a team of people with a good range of skills and knowledge of the business. They should identify early any attitudes that need to change. If they find any staff cultivating negative attitudes about the process, they should meet with them directly, work through their issues and create a constructive approach to dealing with them.

Another good idea is to break down the stages into smaller initiatives that are easy for staff to follow and understand. Finally, it is important to build a culture of continuous improvement.

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