Involve Others in the Change Process

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To maximize buy-in, minimize resistance, and make the change work, involve others in the process. When employees feel that they are valued participants in planning and implementing the change, they are more likely to be motivated toward successful completion.

To get others involved, try these suggestions:

  • Examine how decisions will be made during the change process. Make sure the decision-making process involves the appropriate people.
  • Make a list of all individuals who should be involved. Recognize that the people involved will differ as you move through the various stages of the change process.
  • Involve the people on the front lines early in the change planning process. While the role of the leader is to provide the vision, or big picture, of where the organization is going, how to get there is often best determined by the people who are “in the trenches” day after day.
  • Solicit and use input from your team, peers, and manager when planning your change effort. Indicate up front that you cannot guarantee every suggestion will be implemented, but you will genuinely try to include as many ideas as possible.
  • Whenever possible, involve your employees in the process of establishing time frames for implementation.
  • Ask employees from the areas affected by the change to serve as experts in determining the steps needed for change.
  • If the change requires a new procedure, ask for volunteers to test out the change. Solicit their feedback on what is working well, where the problem areas are, and how to work out any difficulties.
  • When you use an employee’s suggestion, publicly and privately recognize that employee.
  • Once the change has been implemented, use your employees as an ongoing barometer of what is working well and what is not working well. Ask them to suggest improvements.