Whether new production processes, the merger of two departments or redundancies on a large scale - there is always movement in German companies, because it still has to go faster, better and even cheaper.
In and of itself understandable, but permanent change also has a negative impact. This is shown by a study by the Institute for Applied Innovation Research Bochum. The researchers examined 286 change processes in companies, interviewing professionals and executives from the companies, and wanted to know how such reorganizations affect the workforce.
The results are divided into two parts. On the one hand, the prerequisites for change are good, because many respondents care about the future of the company. That's what whole 89 percent of respondents say. However, if the reorganization is implemented, the study says there is dwindling confidence. About a third of respondents said that company management commitments were not met. In addition, 90 percent of companies sold the results of the reorganization on the intranet, in employee magazines or in company meetings as a success. The employees often saw it differently. Because in 54 percent of the cases, the workforce did not accept the changes or their results. In addition, 43 percent of respondents indicated that their identification with the employer had deteriorated after the reorganization processes.
- write down
Third, you have the opportunity to communicate your views in writing. Where do you see risks? Which alternatives are there?
You can always ask the opinion drummers for facts: "What evidence is there that …?" Three, four such questions, which are answered vaguely, can turn the group's opinion.
Whenever possible, you should make your doubts self-evident. Make your clear position before a debate and represent it as confident as possible.
So if companies want to successfully implement change processes, they have to take their employees with them. "Businesses need to be aware that change management is not sustainable without appreciation for those who accept change and bring it to life, " says Bernd Kriegesmann, director of the Institute for Applied Innovation Research. Especially in times when specialists and executives are in short supply and companies compete for the best minds, they can not afford that the workforce loses trust in their own employer.
The Institute for Applied Innovation Research therefore proposes "trust-oriented change management". Among other things, the companies should realistically communicate the consequences of the change, strengthen the self-confidence of those affected and not falsify any false collateral.