{"id":1043,"date":"2013-06-05T09:10:15","date_gmt":"2013-06-05T09:10:15","guid":{"rendered":"https:\/\/www.cmwlab.com\/blog\/?p=1043"},"modified":"2013-06-05T09:10:15","modified_gmt":"2013-06-05T09:10:15","slug":"make-process-change-smoother","status":"publish","type":"post","link":"https:\/\/www.cmwlab.com\/blog\/make-process-change-smoother\/","title":{"rendered":"How To Make Process Change Smoother For Your Employees"},"content":{"rendered":"

Some people find a certain enjoyment in the art of complaining. If you buy a new coffee for the break room, instantly you have a few team members that aren\u2019t happy with the change. If you switch the company health insurance plan to allow for better employee options, a group will instantly love the old plan and complain about the new options.<\/p>\n\n

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This attitude can make managing change a frustrating endeavor whether it\u2019s changing the type of toilet paper dispenser in the bathroom or adding a new security system. Reluctance to accept change can be more than frustrating though; it can delay projects, create disharmony, and increase operational costs.<\/p>\n\n\"why\n\n

Recognize that you will have employees that thrive on complaining. By understanding this fact, you can take steps to mitigate negativity by improving your change management approach.<\/p>\n\n

Don\u2019t assume everyone that is bombarding you with questions is opposed to change. Some people understand new methods are necessary and their way of coping is to try to drill down into the details so that they feel more comfortable and in control of the situation. Engage these people early and work with them to establish workflow.<\/p>\n\n

I am this type of employee. When I am told a change is coming, I leap into grilling mode and start my own \u201cchange management<\/strong>\u201d routine. \u201cWhen is this going to take place? What is the transition plan? Have you thought about this, this, and THIS? And oh, by the way, I see this other thing as a potential hurdle that we must overcome.<\/u><\/em>\u201d These very same questions from a complainer may reveal themselves with statements about how hard it will be to implement and manage the change and questions like, \u201cwhy do we have to change at all — it ain\u2019t broke!<\/u><\/em>\u201d.<\/p>\n\n

I worked as a court clerk for many years. When I first started, we still performed many office tasks on a typewriter. The day my manager announced we were getting a computer system, my excitement was intense. I was thoroughly confused when my co-workers were complaining about having to learn something different, or what a waste of money the system would be, or the ever-favorite complaint that the court wouldn\u2019t need as many clerks so half of us were likely to lose our jobs.<\/p>\n\n

\u201cReluctance to accept change can be more than frustrating though; it can delay projects, create disharmony, and increase operational costs.\u201d<\/blockquote>\n\n

It took me several more years in the working world and becoming a manager myself before I began to understand where this thinking originated from. Mostly, it is just fear.<\/p>\n\n

If you are the one responsible for managing a change, beware of your own emotions. You may have fears about how to coordinate a major workflow software<\/a> transition or maybe you are switching payroll companies. If you have a heightened sense of nervousness, you may avoid frank discussions about the shift or you could be overly sensitive and over-react to legitimate questions.<\/p>\n\n

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Consider several tactics when managing process changes:<\/h3>\n\n