Rethinking change management: actively supporting cultural change
Change management is becoming increasingly important in companies. At a time when innovation, digitalisation and market requirements are constantly changing, a company's culture is often the decisive lever for sustainable success. But how is it possible to really shape cultural change and not just manage it? This is where a modern approach comes in that puts people at the centre and sees change management as an accompanying process.
Focus on people: understanding fears and enabling participation
Many employees initially associate change with uncertainty and concern. Change management can provide support here by creating spaces for reflection and open dialogue. A tried and tested principle is that people first have to say goodbye before they can accept something new. This means recognising fears and at the same time providing impetus for actively shaping change. This often reduces resistance and promotes a culture of openness and learning.
In practice, this can be seen, among other things, in the offer of workshops or open dialogue rounds in which employees can contribute their views. This creates transparency and a sense of co-design that brings change to life.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In an international project, transparent and multilingual communication ensured that all employees were able to understand and actively participate in the change process. The management organised digital town halls in which changes were explained and open questions clarified. This approach created a strong sense of unity and significantly reduced apprehension within the team.
The role of managers in cultural change
In change management, managers are not only responsible for processes, but also for the development and role model function within the corporate culture. They play a key role in shaping values and behaviour and thus create the framework in which change can flourish. Openness, trust and flexibility are key cultural pillars that managers can promote.
Regular reflection rounds help to take a critical look at progress and make adjustments where necessary. In this way, change remains dynamic and is not just seen as a one-off action.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract) At a medium-sized technology company, managers were empowered through coaching to promote an innovation-friendly culture. They were encouraged to create spaces for experimentation and a culture of error, which gradually broke down barriers within the organisation and supported long-term development processes.
Communication as the key to successful change
Communication plays a crucial role in any change process. Targeted and transparent communication creates clarity about the objectives of the change and strengthens acceptance. It is not only important to send information, but above all to actively listen and respond to needs at all levels.
Various formats such as digital town halls, workshops or regular feedback meetings can be used to keep the process alive and involve employees. This transparency leads to trust and a shared understanding of the vision, which supports the change.
KIROI BEST PRACTICE at DEF organisation (name changed due to NDA contract) A three-stage transition programme was introduced as part of a restructuring process. Employees were able to share experiences and try out new working models in a neutral setting. This programme promoted trust and adaptability within the team and reduced resistance.
Accompanying change management: Providing impetus and sharing responsibility
One successful concept for shaping change is to see change management not as an isolated project, but as an ongoing process that is supported. Support here means providing impetus, enabling reflection and incorporating different perspectives. Responsibility is distributed so that not only managers but all levels are actively involved.
This attitude promotes sustainable development and prevents change from degenerating into a purely pro-forma element. Instead, it creates a culture that is open to new ideas and actively integrates its own.
My analysis
Rethinking change management means understanding cultural change as a human process that changes attitudes and relationships as well as structures. Involving employees from the outset, making room for fears and strengthening managers as role models is proving to be a sensible approach. Communication as a sustainable dialogue and continuous support are further key factors that make change lively and sustainable.
Further links from the text above:
[1] Rethinking change management: KIROI step 4 & cultural change
[4] Change management culture: KIROI step 4 for cultural change
[5] Prosci Change Management Vs Kotter Change
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