(Mis)managing Change.

We at DeeP Project have spent a lot of time in IT. One of the most important processes in carrying out operational work was change management. In IT service maintenance, change management was and remains a process that ensures every change to IT services is carried out in a controlled manner, minimizing the risk of service disruption or detrimental business consequences. Change management encompassed the identification, assessment, approval, coordination, implementation, and monitoring of changes in the IT environment.

It was clear to all of us that change management in IT service maintenance is crucial for the success of every individual team. Over time, because awareness takes some time, everyone understood that proper change management ensures IT services can and must evolve without negatively impacting business operations and users.

Most importantly, however, change management reduced the (feeling of) uncertainty for everyone during night and other operations. In understanding IT change management, all participants knew where the beginning was and what the expected end would be.

Logically, the question then arises: why don't companies approach change management within their own organization in the same way? Why don't employees know where the beginning is and what the "end" is? Instead, they only know…

What does uncertainty do to us?

By definition, uncertainty would be a feeling of a lack of security and predictability regarding future events, situations, or outcomes. The feeling of uncertainty can arise in various situations, such as financial investments, interpersonal relationships, health, career, work, etc.

The psychological effect of uncertainty can be very strong and manifests differently in people. While some individuals will cope easily with uncertainty, others may become anxious, feel overwhelmed, or nervous. Uncertainty can also cause feelings of stress and tension, which can negatively affect a person's health and well-being.

The human brain is a key factor in processing and reacting to uncertainty. One of the key brain structures related to uncertainty is the amygdala, which plays an important role in processing emotional information. The amygdala activates when a person encounters uncertainty, and the activation of this brain structure or part of the brain can be associated with anxiety and negative emotional reactions.

However, other parts of the brain, such as the prefrontal cortex, play an important role in controlling and regulating emotional responses to uncertainty. Activation of the prefrontal cortex can reduce the feeling of uncertainty and decrease emotional reactions to it.

We can activate the prefrontal cortex by performing what is called cognitive restructuring, a technique that involves identifying negative thoughts that arise in connection with uncertainty and replacing them with positive and realistic thoughts. This can help us reduce negative emotional reactions. However, we can only do this if we have the "right" information.

Exercise, for example, can also help us.

However, two key questions arise.

First, why should our employees know this (cognitively restructure themselves), especially the younger ones? And second, why do we put them in a situation where they feel uncertain?

Lest everything be so negative, uncertainty can also be positive, as it can open up possibilities and provide opportunities for learning and growth. People who manage to cope with uncertainty are often able to take risks and adapt to change, but also to leave our company.

Change Management in Companies

Change management in companies is a process by which an organization adapts to new conditions and business requirements. Changes in the business environment are inevitable and can be the result of various factors, including market trends, technological innovations, adaptation of business processes, restructuring, acquisitions, mergers, etc.

The (traditional) process usually has several phases.

• Analysis of the current state
• Defining change objectives
• Planning the change
• Communication with employees
• Managing resistance to change
• Implementing changes
• Monitoring and evaluation

In this entire process, in most cases, employee involvement is missing, with their inclusion only occurring at the communication stage.

Much too late, because changes have "been talked about for a long time."

We believe that everyone is aware of the socio-psychological and cultural changes that have been happening recently. The post-COVID period, digitalization, and the questionable geopolitical situation, not least the entry of "new" generations into the labor market… All this demands that we introduce "structure" into our personal lives, solely to have at least a partial sense of control.

The desire for control is a fundamental aspect of human nature and is closely related to various cognitive processes and functions in the brain. It is driven by numerous factors, including the need for security, the desire for predictability and stability, and the need to regulate emotions and manage stress. From a cognitive perspective, the desire for control is linked to the brain's "executive function," which is responsible for decision-making, planning, and goal-directed behavior.

Loss of control will generate a new amount of anxiety.

The logical conclusion of all this is self-evident: we do not want to leave our people in uncertainty.

Furthermore, a statement from a Gartner research center director stating that in the latest survey, 82% of workers emphasized the importance of their company seeing them as a person, not just an employee, points to the importance of involving the human resources department during changes.

One proposed solution, among others, is the so-called "Open Source" approach, which provides employees with a more human approach by actively involving them in initiatives that will drive change.

Gartner

Additionally, a recently published Gartner article discusses successful change management in companies.

The article focuses on the importance of involving employees in the change management process to achieve success in the changes themselves. Considering that employees are the ones who carry out the changes and are often directly affected by them, the author emphasizes the importance of ensuring that employees feel involved and informed throughout the process. The article states that it is crucial to create a culture where employees are involved in the planning and implementation of changes, which includes listening to their opinions, understanding their concerns, and providing opportunities to participate in projects.

It is also emphasized that training and support should be provided to employees to ensure that changes are successfully implemented while also meeting their needs and expectations. The author states that employees who are involved in the change process will be more motivated and willing to accept changes, which will ultimately lead to a successful outcome.

Involving employees in the planning and implementation of changes is crucial for achieving success and improving productivity and performance.

Solution

Involving Employees in Decision-Making

Involving employees in the decision-making process not only helps create greater engagement and motivation but can also contribute to better decisions that are more aligned with the needs of the organization and its employees.

Furthermore, involving employees in the decision-making process can also help build trust and cooperation within the organization. When employees feel that their opinions and ideas are valued and appreciated, they are more likely to engage in change processes and work in line with the organization's goals.

Involving Employees in Change Planning

Involving employees in planning the implementation of changes can have several benefits for an organization. Firstly, employees can provide valuable insights and perspectives based on their experience in the organization, as we all have different perspectives and thus different perceptions. This can include suggestions for process improvement, identification of potential problems that might arise during change implementation, and ideas for solving them.

Secondly, when employees are involved in planning the implementation of changes, they are more likely to feel "ownership" of the changes, which means they will put more effort into their implementation and successful outcome.

Open, Two-Way Communication

When an organization implements changes, it is important to establish open and two-way communication between leaders and employees.

It is crucial to establish open communication from the very beginning of the change process so that employees feel included in the process and can provide valuable insights. It is also important for this communication to continue throughout the entire process to ensure that employees feel informed and involved in the changes.

Also, two-way communication is beneficial because it allows for feedback to be gathered on the changes being implemented, to avoid mistakes. Two-way communication also allows leaders to adapt more quickly to changes and make better decisions based on feedback.

Finally

Changes are an indispensable part of every company's life cycle. Involving the human resources department in the change process will contribute to its success. Ultimately, it will reduce employees' need for various self-initiated "repositioning" within the company and various struggles and needs for competitiveness caused by uncertainty. Such "uncontrolled" behavior can cause jealousy, and jealousy is precisely what we do not want as part of our corporate culture.

Also, HR will help in managing resistance to change by recognizing it and handling it more easily. Given that organizational culture is a key factor influencing employee behavior, the HR department can help manage changes in the organization's culture to improve employee satisfaction and encourage the adoption of new values and behaviors.

Involving employees in the planning and implementation of changes is crucial for achieving success and improving productivity and performance.