Hello again, Humanness Heroes! In our previous posts, we discussed the importance of adopting a Humanness approach in various aspects of workplace dynamics, especially during challenging times like the death of a colleague. Today, we turn our focus to another critical area: change management. Change is inevitable in any organization, but it often brings about fear, resistance, and anxiety among team members. Understanding and addressing these human responses with empathy can make managing transitions more effortless and meaningful.
In this post, we will explore how a Humanness-centered approach, aligned with and inspired by John P. Kotter’s Leading Change (1), can lead to smoother change management. By emphasizing compassion, empathy, and support, we can navigate the complexities of change while maintaining team morale and productivity.
Understanding Human Responses to Change
“Change is inevitable…” “The only constant in life is Change…” Have you heard this before? While these sayings are widely accepted, the reality is that most of us don’t like change, especially when we’ve hit a stride or rhythm in what we are doing.
Change often triggers a range of emotional and psychological responses, from fear and resistance to anxiety and uncertainty. If not addressed properly, these reactions can hinder the success of change initiatives. Recognizing and understanding these human responses is the first step in managing change effectively.
When team members feel valued and supported during transitions, they are more likely to embrace change and contribute positively to its implementation. Acknowledging their emotions, providing clear communication, and offering support can transform resistance into resilience.
Aligning Humanness with Kotter’s Change Model
Kotter’s book, Leading Change, outlines eight common errors organizations make when leading change initiatives (1). These errors often stem from a lack of empathy, insufficient communication, and a failure to understand the human aspects of change. By adopting a Humanness-centered approach, we can address these errors positively and compassionately within the context of a project delivery team. This section will delve into each of Kotter’s Eight Errors, exploring their underlying reasons and proposing empathetic solutions that foster a supportive and resilient team environment.
| Kotter’s Errors | Humanness-Centered Solutions |
| Allowing Too Much Complacency* | Engage team members by creating a sense of urgency through genuine communication about the reasons for the change. Please explain how the change will benefit them personally and collectively and involve them in the process from the start. |
| Failing to Create a Sufficiently Powerful Guiding Coalition* | Build a guiding coalition based on trust and connectedness. Ensure the team understands the change, believes in it, and feels empowered to advocate for it. Involve influential team members from different levels and departments to create a diverse and committed coalition. |
| Underestimating the Power of Vision* | Develop a clear, compelling vision that aligns with the team’s values and goals. Communicate this vision in a way that resonates emotionally with the team, making them feel valued and inspired. Ensure that team members see, live, and breathe the vision. |
| Under-Communicating the Vision by a Factor of 10, 100, or even 1,000* | Use empathetic communication strategies to ensure the vision is communicated effectively and frequently. Involve the team in discussions, provide regular updates, and seek their feedback to ensure the vision is understood and embraced. |
| Permitting Obstacles to Block the New Vision* | Empower team members to overcome obstacles by understanding team dynamics and restructuring as necessary. Provide the support needed to remove barriers and ensure alignment with the vision. |
| Failing to Create Short-Term Wins* | Set and celebrate short-term milestones to maintain momentum. Recognize and celebrate achievements to keep the team motivated and connected to the change process. |
| Declaring Victory Too Soon* | Recognize the ongoing nature of change and maintain efforts to fully integrate the change into the team’s culture. Distinguish between short-term wins and long-term success, and continue supporting the team throughout the transition. |
| Neglecting to Anchor Changes Firmly in Corporate Culture* | Ensure the change becomes part of the team’s social norms and values. Reinforce it through continuous engagement, alignment with the team’s mission, and recognition of behaviours that support the new way of working. |
* Kotter 1
Application: Positive and Compassionate Approach to Change and Transition Using Kotter’s Principles
Creating a Sense of Urgency with Empathy
Instead of allowing complacency, create a sense of urgency by genuinely communicating the reasons behind the change and how it will benefit the team and organization. Engage team members by respecting their need to understand why the change is essential and involving them in the process from the start.
Illustration: Instead of announcing a new project deadline with a stern memo, the team leader, Sola, gathers everyone for a meeting. She explains the upcoming changes, why they are essential, and how they will benefit the team and the company. Sola listens to concerns, answers questions, and emphasizes the importance of everyone’s role in the project’s success. The team leaves the meeting feeling informed, valued, and motivated to tackle the challenge.
Building a Strong Guiding Coalition with Trust
Rather than failing to create a guiding coalition, build a strong, supportive team committed to the change. Foster trust and connectedness within the team, ensuring they understand and advocate for the change.
Illustration: Instead of appointing a few top executives to lead a significant change, the project manager, Mohamed, involves influential team members from different departments. He builds a diverse coalition that includes voices from all levels of the organization. Mohamed fosters trust by ensuring that each coalition member understands and can advocate for the change within their teams. This inclusive approach builds a strong, united front that drives the change forward.
Developing a Clear and Inspiring Vision
Instead of underestimating the power of vision, develop a clear, compelling vision that aligns with the team’s values and goals. Communicate this vision in a way that resonates emotionally with the team, making them feel valued and inspired.
Illustration: Rather than just issuing a directive for a new initiative, the Program Director, Elena, paints a vivid picture of the future. She shares a compelling vision of how the changes will lead to innovation, growth, and new opportunities for the company and its employees. Elena communicates this vision in team meetings, newsletters, and one-on-one conversations, ensuring everyone understands and feels inspired by the future they are working towards.
Communicating the Vision Effectively and Frequently
Instead of under-communicating the vision behind the change/transition, ensure it is communicated effectively and frequently. Use empathetic communication strategies like feedback loops and active listening to ensure the team understands and embraces the vision, emphasizing its significance.
Illustration: Instead of sending a one-time email about the new vision, the communications manager, Jamal, develops a comprehensive communication plan. He uses various channels, such as team meetings, internal social media, and visual aids, to continuously reinforce the vision. Jamal also creates opportunities for feedback, ensuring that all team members understand and embrace the vision.
Empowering Team Members to Overcome Obstacles
Empower team members to overcome these barriers rather than permitting obstacles to block the vision. Understand team dynamics, restructure as necessary to ensure alignment with the vision, and provide the support needed to remove obstacles.
Illustration: When the team encounters a roadblock in their new project, instead of leaving them to figure it out alone, the project leader, Lisa, steps in to facilitate problem-solving sessions. She removes bureaucratic hurdles and provides the resources needed to tackle challenges. Lisa empowers her team by encouraging innovative solutions and supporting their efforts to implement them.
Creating and Celebrating Short-Term Wins
Instead of failing to create short-term wins, set and celebrate short-term milestones to maintain momentum. Recognize and celebrate achievements to keep the team motivated and connected to the change process.
Illustration: During a lengthy project, rather than waiting until the end to acknowledge achievements, the team leader, Tom, sets short-term goals. Each milestone reached is celebrated with small team gatherings and public recognition. Tom’s approach keeps the team’s morale high and maintains momentum throughout the project, as they see tangible progress and feel appreciated for their efforts.
Maintaining Momentum and Long-Term Focus
Rather than declaring victory too soon, distinguish between short-term wins and long-term success. Recognize the ongoing nature of change and maintain efforts to fully integrate the change into the team’s culture.
Illustration: After achieving initial success in a new initiative, instead of declaring victory and moving on, the department head, Priya, continues to support her team. She sets new goals to build on the success and integrates the new processes into daily routines. Priya regularly checks in with her team to ensure the changes are becoming ingrained in the company culture, maintaining a focus on long-term success.
Anchoring Changes in Team Culture
Instead of neglecting to anchor changes, embed the change into the team’s culture. Ensure the change becomes part of the team’s social norms and values, reinforcing it through continuous engagement and alignment with the team’s mission.
Illustration: To ensure that recent changes within the Empirio project team stick, rather than treating them as temporary measures, the Project manager, Alex, in partnership with the client, HR and management approval, embeds them into the Project Team’s core values and practices. He organizes workshops and training sessions to reinforce the new behaviours and recognizes employees who exemplify the new approach. Alex’s efforts help to make the changes a natural part of how the team operates, ensuring sustainability.
Parting Thoughts
Navigating change within a project delivery team is inherently challenging, but a Humanness-centered approach can transform it into a more meaningful and positive experience. By addressing Kotter’s Eight Errors in Leading Change with empathy and compassion, we create an environment where team members feel valued, supported, and motivated to embrace change. The empathetic strategies above do not, by any means, replace Kotter’s Change Model but serve to complement and align it with the principles of humanness, ensuring that change management is both practical and compassionate. By integrating these humanness-centered practices, organizations can better navigate transitions, fostering a more resilient and cohesive team.
In our next blog post, we will examine how humanness builds resilience and adaptability within teams. We will explore how understanding and leveraging each other’s strengths and weaknesses can enable a team to pivot quickly when plans go awry. Stay tuned for insights on fostering a resilient and adaptable team environment.
References:
- John P. Kotter. 1996. Leading Change