Forandringsprocessen fejler, når ledelsen undgår at arbejde med modstand

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Artiklen er skrevet af Lars Damsgaard og Rasmus Ranmar

Forandringer er nødvendige, for virksomhederne kan fastholde konkurrenceevne, tage nye markedsandele og bevare deres markedsberettigelse.

Men mange forandringer fejler og giver ikke det forventede udbytte. Det skyldes at forandringen ikke adopteres af organisationen, og lederne undgår at arbejde med modstand imod forandringen.

Nogle taler om, at helt op til 70% af de forandringer, som forsøges implementeret fejler. Det koster på bundlinjen i øget omkostninger, tabt indtjening og tab af markedsandele. Så kort sagt så er det ekstremt dyrt, hvis forandringen ikke bliver fuldt implementeret og adopteret af organisationen.

4 fejl som mange ledere gør og som betyder at forandringsarbejdet løber ind i problemer


(1) Lederen antager at forståelse for forandringen = support og commitment

Ledere introducerer ofte en forandring med en PowerPoint præsentation, og afsætter tid til spørgsmål.

Spørgsmål der stilles, er sjældent kritiske. Hvem vil fortælle chefen, at han eller hun synes at det er en dårlig idé. Så spørgsmålene vil ofte gå på faglige og tekniske emner og timelines.

Fordi medarbejderne stiller mange spørgsmål, vildledes lederen til at tro, at forandringen er accepteret, og der er fuld commitment.

Men de tager fejl!

De reelle bekymringer, der kan smadre forandringen eller gøre den kostbar, diskuteres ikke med chefen i plenum. De drøftes i korridorerne og ved kaffemaskinen.

(2) Undervurdering af potentialet af medarbejder (leder) involvering.

Undersøgelser viser at virksomheder, der har succes med forandringer, involverer medarbejdere i meget højere grad end gennemsnittet af virksomheder. Alt for ofte vælger ledelsen at udvikle forandringen uden eller med meget lidt medarbejderinvolvering.

(3) Manglende anerkendelse af frygtens kraft.

Frygt og angst er dybt personligt.

Bare tanken om en forandring kan skabe billeder af omorganisering, nedskalering af virksomheden o. lign. Mennesker frygter måske, at de bliver omplaceret eller fyret.

Mennesker bekymrer sig først og fremmest om deres familie og karriere. Den bekymring slår til enhver tid virksomhedens behov for forandring, og den skal tages alvorligt.


(4) Manglende anerkendelse af, at lav tillid til ledelsen kan dræbe selv den bedste idé.

Tillid kan enten skabe forandringssucces eller smadre processen.

Hvis mennesker ikke har tillid til os, hvorfor skal de så følge os? Og svaret er, at de gør heller ikke!

På den anden side vil tillid til lederne betyde, at de vil gøre forsøget. Og laver lederen en fejl, så vil det blive accepteret som en menneskelig fejl.

Er tilliden lav til lederen så vil medarbejderne lytte efter signaler, der bekræfter, at de er på vej ud i farligt farvand.

Den gode nyhed er at du kan lære at undgå de 4 fejl!

Som udgangspunkt må lederen forstå og accepterer, at modstand mod forandring er et grundvilkår, som ikke kan fjernes!

Mennesker har naturlige forsvar, som både er sunde og en naturlig del af menneskets DNA. Nogle mennesker er udstyret med usunde forsvar i større eller mindre grad, som er tillærte strategier.

Fælles for forsvaret hos mennesker – både de sunde og de usunde – er at de skal sikre menneskets overlevelse i verdenen.

Modstand er et menneskeligt grundvilkår

Lederen må altså helt fundamentalt accepter, eller lærer at accepter at møde modstand mod forandring.

Så kunne du spørge: ”Skal jeg så blot accepter at der er modstand mod de forandringsprojekter jeg sætter i søen?”

Ja det skal du.

Når du udvikler dit forandringsprojekt, så kan du reducere det gap der opstår imellem modstand og ingen modstand. samtidig med, at du selv arbejder med dine egne impulsreaktioner overfor modstand fra medarbejdere og interessenter.

Forandringscirklen som styringsværktøj

Forandringscirklen hjælper med at se den naturlige udvikling i forandringer. Dermed hjælper den med at identificere de faldgrupper, der er i hvert fase og skabe struktur om forandringsarbejdet.

For

  1. Forandring starter typisk med, at der sker noget i omgivelserne. Fx faldende salg, konkurrence, sygefravær, corona, etc.  – det er det vi kalder at være i mørket.
  2. Nu starter vi arbejdet med at tydeliggøre udfordringen eller muligheden og tage de første skridt til at beskrive, det vi kalder en overbevisende forandringscase.
  3. Herefter begynder selve designarbejdet, som leder os over i selve implementeringen.
  4. Her møder endnu en kritisk fase, som mange virksomheder misser, fordi de tror at har de implementeret, og medarbejderne har integreret forandringen. Men de tager fejl!
  5. Det er nu vi ser gode resultater, men de er ikke stabile, og derfor er det vigtigt ikke at slippe projektet.
  6. Til sidst er forandringen fuldt integreret i virksomheden og en del af DNA’et, og så er det tid til at komme videre.

Hvordan lykkes jeg med min forandringscase?

Fokuser på 6 opmærksomhedspunkter, når du forbereder din forandringscase, og reducer forandringsmodstand i organisationen.

Få Indsigt i dine blinde vinkler

  1. Hvis du ikke allerede kender dine impulsreaktioner, så få hjælp til at få indsigt, f.eks. af en Coach
  2. Vær præcis i dit budskab.
    Sæt dig i medarbejdernes sted, og spørg dig selv, hvilke fakta de har brug for for at forstå og acceptere forandringen – less is more!
  3. Tænk empati i din forberedelse.
    Overvej hvilke følelsesmæssige reaktioner forandringen kan skabe. Måske kan det hjælpe dig, at tænke på en forandring, som du blev påvirket af – hvad virkede og hvad virkede ikke?
  4. Involver interessenter.
    Sørg for at involvere så mange som muligt – og som er hensigtsmæssigt – i forandringsarbejdet lige fra start til drift.
  5. Slip så kontrollen.
    Forbered dig godt, så du er i stand til at slippe kontrollen og vende din opmærksomhed mod de involverede interessenter. Vær undersøgende på reaktioner og modstand hos tilhørende.
  6. Gentag budskaberne igen og igen.
    Mennesker glemmer – så sørg for at gentage budskaberne igen og igen

____

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Rasmus Ranmar
Erhvervscoach - team og lederudvikling. Mere end 22 års erfaring som leder og projektleder fra IT-branchen - Visma, Søndagsavisen, PFA, Capgemini samt DSB
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