Second, employees must gain confidence in the change process, for example, by noticing that they are being facilitated to take steps, that a budget has been made available for training or that the management is entirely behind it. Everyone is given the time to master new skills and is properly supervised in this regard.
Even more important for confidence is that employees see what the change actually delivers. In the initial phase, this is often impossible or barely possible; after all, you haven’t started the process, and there are no results yet. What do you do then?
Start with a leading group – Let’s start with: what is the right thing to do? The best way to organize resistance is to shout: ‘We are going to roll this out big time, and everyone has to participate! Most change processes initiated in this way fail miserably.
Occasionally, there is no other way. We see the example of this in hospitals, at the Municipal Health Centers, and the healthcare institutions during the Corona crisis. There has never been that much pressure on working with and delivering data. Data-driven work has been introduced in these organizations from one day to the next.
The great advantage of a crisis is that you don’t have to make any effort to convince people of the urgency. But it brings a lot of (extra) workload and stress, leading to many mistakes that you could have prevented if you had been able to prepare for the change process. In other situations, some strategies work better. One with which we have good experiences is working with a leading group of enthusiasts.