One of the things I look for with change engagements is whether or not plans, actions, behaviors and approaches are based on assumptions. Yes, of course, always.
As a manager, how do you get your staff to buy-in to a senior management strategy when neither you nor your staff like the strategy?
http://preview.tinyurl.com/melpbe
This question on LinkedIn illustrates a common change obstacle. It has many mini obstacles, but we will take the main one. “Staff” will not support a strategy and their supervisors join in.
The chosen “best” answer is classic. Facilitation, firing, but basically communication is at the core of the problem.
Assumption-
You can guide change by “communicating” and removing resistance.
The best answer was from Ronald Klamert http://preview.tinyurl.com/luqpw5 “You can’t.” Of course you could with a lot of effort, but I like the comical terse answer.
First what does need to happen:
- Lose the resistance assumption. 99% of the time it is justified and for the stakeholder that would be 100%.
- Communication yes but between the executive strategists and employees before the strategy is decided on.
- Model that communication and the middle managers will become facilitators and translators instead of mediators.
- No strategies in a vacuum.
The Why of change comes from a blend of executive idea, early employee engagement (design not implementation) and clear end state descriptions.
So what is wrong with the Best Answer choice?
It has the feel of the typical change management approach- ownership, buy in, communication, reduce resistance.
“Age old question”, age old answer. You cannot communicate resistance away. And you are dreaming to think firing will some how change your culture.
“…process where they arrive at the same conclusion as senior staff.” Maybe just the wording but it sounds to me like senior staff knows the answer before the facilitation and communication. Classic. (take what is bad and make it worse).
Executive notice-
Employees get it. Employees understand change. They are adults. Pay attention. Empathize. Collaborate when appropriate. And as a result make smart decisions about direction. If there is a change component define the end state clearly. In other words translate your idea into scenarios that make sense from the stakeholders perspective. Realize they do not have to follow your lead, but do the above and you will have to catch up to their energy.