The non-profit agency is heading toward a change. After having examined all the driving and restraining forces for change, the board has made the decision. Management is working on an action plan. Where does that leave all the staff who are investing their working lives in the services of this organization?
Management know that they must engage staff in a meaningful way but they are immersed in developing the plan for change in their non-profit services. Managers at all levels understand that there is resistance to change generally, and there are some specific issues, especially with some of the staff. What can they do to move forward with the plan?
Acknowledge the Resistance to Change for What It Is
Staff and even some managers will not be wholeheartedly committed to change at the beginning of implementation. This is the time when it is important to acknowledge the resistance and validate the feelings of staff and volunteers who are showing and talking resistance. Even staff who had been asking for change suddenly pull back. There are as many reasons for resistance as there are people working there, but they are usually based on fear of:
- losing their jobs or being demoted
- changing workmates or location
- having to learn new equipment, software, procedures.
Learn How to Recognize Resistance to Change
Senior management needs to be able to recognize the signs and symptoms of resistance in order to deal with it. This resistance can be obvious, but often is very subtle. Here are some examples of what an employee might do.
- change his relationship with supervisor by acting unfriendly, even surly
- question everything he is asked to do as if there is a hidden agenda
- distance himself from co-workers who embrace the change
- accuse the board and management of undermining the mission of the agency; non-profits are particularly vulnerable to this as many staff feel a personal identification with the worth of the services they provide to the community
- become passive aggressive by acting as if he agrees with the planned change, but speaking and acting differently away from management
- sabotage the implementation plan by deliberately undermining management, perhaps even extending this behavior to the public.
Staff Engagement is the Solution to Resistance to Change
It is essential to involve staff, volunteers, and maybe even clients in developing the implementation plan for change. There are various ways of doing this, depending on the size of the organization and the kind of work that is done. Here are some ideas for successful change.
- General meeting. If it is feasible, it is always a good idea to start the communication with a general meeting of all people who will feel the impact of the change. That way, everyone is hearing the same messages at the same time. It needs to be senior management, and maybe the board chair who convene this initial meeting. This is when the vision is shared so the image of a changed organization starts to emerge for everyone.
- Decision making. Even though the major decisions are made at the level of the board and senior management, there are still opportunities throughout the planning and implementation process for everyone to have input into what is happening in his own area of work.
- Management enthusiasm. If managers at all levels can show an honest enthusiasm for the change, their attitude will be contagious.
- Realistic planning. It is important that staff and other stakeholders see a realistic plan. They are the ones who understand the detail of the work so it is not useful to try to make a complicated process sound easy and fast.
- Organizational capacity. Staff need to know that there will be capacity if the change involves additional work. For example, if a new service is being added to the non-profit’s work in the community, management must tell staff that employees will be hired to do the work. It might even be a motivator if current staff were encouraged to think about possibilities for some of them to transfer to the new jobs.
- Communication. It is a good idea to begin a communication process that will give updates, solicit ideas, address concerns, and answer questions through the planning and implementation period. It doesn’t matter what medium is used as long as it is accessible to everyone. Perhaps a combination of print and electronic is the most effective.
- Honesty. Staff want to hear the truth, even if it is scary or uncomfortable. Honesty is always the best policy in talking about the setbacks and problems, as well as promoting all the good results.
- Visible management. Managers should be seen and be available to discuss concerns and questions, and to hear ideas. Yes, they are busy, but this is the time to be accessible and to include all staff, volunteers, and clients as part of the ‘we’ who are making this change for the better.
How to Manage Change Successfully
The bottom line for managing change successfully is to engage staff to be part of the solution. Understand their concerns, welcome their input, calm their fears, and communicate with them every step of the way.
Constance Woloschuk - 30 years experience in management and organizational development; extensive volunteer work with faith-based organizations.
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