Have clarity around what your Change can deliver.
Today, I read an article about optimising the brain's response to change. While interesting, I want to say that it has nothing to do with organisational Change Management. There's rarely a conference lineup that doesn't include a speaker with a slide of the amygdala and reminding us of our fight or flight reflex.
We must not confuse personal behavioural change with functional corporate Change Management. Doing so adds unnecessary layers of complexity and angst and detracts us from delivering simple, achievable Change Management.
Article excerpt:
"Thanks to neuroscience, a field of study that helps us understand how our brain works and the impact of change on its performance, we know today that the brain perceives uncertainty, volatility, ambiguity and unpredictability the same way as it would when it registers a threat of a lion in the savannah. It activates the same part of the brain and triggers the same reaction — an acute stress response (aka fight or flight response) as if faced with life-threatening concern."
No! Just No!
"Hello, everyone. We have a new way of logging expenses. You'll no longer have to complete a spreadsheet and get it manually signed."
It is in no way like being chased by a sabre-toothed tiger.
The article discusses how our brain protects itself and shuts down to minimise threats and preserve energy. Stating.
"We cannot make sustainable changes without changing our brain neuropathways."
I've had my fair share of coaching and therapy. I agree that fundamental personal behavioural changes (like resisting punching your ex-husband or finding the answer to problems in a glass of Sauvignon Blanc) require neuro-programming. But this is not part of organisational change, and Change Managers are not qualified to deliver it. PROSCI is a three-day residential course in Kiama. Neuropsychologists train for about eight years. Let's not get our skillsets muddled up.
You come to work and agree to perform specific tasks, and within reason, if those tasks change, you perform different tasks or the same tasks differently.
As change managers, we can use some insights into how the brain works and weave those into communications and training.
So what can we do?
We can provide employees with tools. Equip them to converse with demanding customers, respond differently to conflict, and greet customers individually.
We can accommodate different learning styles. Introduce blended learning, bite-size training flipped classrooms, etc.
We can listen to people. Understand any resistance or obstacles to the change and ensure we deliver it best for them. Encourage them to talk to their managers or take responsibility for personal development in some areas, like time management.
We can do our job. We ensure people know what is happening when it is happening, what they need to do and where they can get help. We also identify any significant obstacles in our delivery.
What can't we do?
We can't fix deep fears embedded in someone's psyche. If someone is petrified of presenting, lacks the confidence to be assertive or is inherently lazy or cynical, you cannot fix this by delivering Change Management. This requires individual therapy, coaching, or, at the very least, a series of targeted workshops.
"Nancy will need additional coaching to overcome her fear of presenting." "We must select positive change ambassadors to champion our message before the naysayers can start the negative water-cooler talk."
Understanding how our brains work is highly valuable. Change Managers with psychology degrees will have tools and insights to add value. But as effective Change Managers, we must focus on the best functional delivery of a change throughout an organisation. As a Change Manager and a human being, I'm always available for a coffee and a chat. But, if you need to share that you can't move to Microsoft 365 because your father didn't understand you, I don't think catching up with me over a skinny latte will suffice, and I'll give you my friend's business card.
As Change Managers, we need to read and learn more about how to deliver project change well. A course on creating a SharePoint site and a single-view-of-change dashboard will achieve more than reading a book on neuroplasticity.
If there is resistance to the Change, it's your job to mitigate it through good messaging, succinct training and preparing leaders with talking points.
Are all Change Managers "good with people"? How "good with people" are we really expected to be? Research suggests embracing change involves complex psychological change. Do you agree, or should employees simply suck it up and get on with it. Read more and find out what I think. I'd love to have your comments too.