On the Highway to Change: Ensuring People’s Involvement

In times of organisational change, misunderstanding, high emotion, and conflict often arise—both at the individual and organisational levels. This phenomenon is magnified during transitions, as survival mode kicks in, and the human impact of change is often underestimated.

Your first instinct? Consider how to support the ongoing change or transformation process. You’ll discover a vast array of methodologies offering guidance on how, what, when, and why. While these processes (which we also use during our missions) are highly effective, they can miss one crucial element: are your people ready and willing to commit to the change?

Often, we become blinded by goals and objectives, forgetting the basics: your team. Readiness and commitment are heavily influenced by the environment, history, management team, and style. For example, if I never ask for your input on the organisation's future and then expect you to immediately embrace a new strategy, it’s not just unrealistic—it’s counterproductive. Take a moment to reflect on this.

Change readiness and people’s engagement should be top priorities before initiating any transformation. This is the cultural aspect of change. If your organisational culture is already driven by change and you have positive experiences to support this, you may not need additional transformation advice—your organisation’s DNA is sufficient to ensure successful change. However, many organisations face strong resistance when initiating transformation.

From an organisational standpoint, the ability to integrate a comprehensive transformation process depends on several factors:

1. Awareness: How conscious is your team that change is a necessity?
2. Flexibility: Does your team have the right mindset and working conditions for change?
3. Historical Response: What has been your organisation’s typical reaction to change?
4. Processes and Systems: Do you have systems in place that facilitate change?

From an individual perspective, commitment is linked to overall engagement, which goes beyond mere motivation. According to Dan Pink’s research in Drive: The Surprising Truth About What Motivates Us, engagement relates to:

1. Autonomy: The ability to express autonomy within the organisation, and having it valued.
2. Purpose: Understanding and believing in the underlying purpose of the work.
3. Personal Development: Feeling that you are progressing in something meaningful.

So, what are you doing in your organisation to assess change readiness and promote employee engagement? The answer to this question is the most critical factor in the success of your transformation process.

(1)Drive: The Surprising Truth About What Motivates Us, by Daniel H.Pink, Ed. Riverhead Books, 2009