It’s time to change up change-management
Do your co-workers have conflicts that end in counterproductive situations? Do you recognise ethical stress in your organisation? Do you see a lot of quiet quitting around you? Does the organisation constantly have practical issues that forces everyone to not prioritize thoughts on long-term visions, values, and sustainable thinking?
If some of those questions seems familiar it could be an indicator that your co-workers are experiencing some degree of ethical stress. That means that the teams would define themselves in negations and struggle with recognizing their own values in their daily work.
Wouldn’t it be great to get to solve such conflicts with the people involved instead of having to bring in HR when big frustrations are appearing?
After 10 years of working with facilitating and improving changes and solving conflicts within some of the most challenging mindsets; criminal, damaged and ultimately neglected minds, my biggest lesson is: You cannot demand change unless you are willing to change yourself, your agenda and your methods as well.
What i realised is that sustainable changes demand humbleness to the agents in front of you and you need to bring Them into the machinery as co-creators of the change itself.
We are now in 2024 where there is a boom of possibilities for the employees at the same time as the prices in the private daily life has been raised. That combination will enforce reflections in the employees that can create more demands to companies to stay attractive and be able to retent their employees.
Therefor I suggests to change up change management. Because it is full of changes to work with changes. I suggest to create spaces to focus on values and work with retention, group dynamics, conflictsolving and acknowledgement. Instead of forcing a change into some standard models, unclear research and seeking unrealistic quick fixes, then support changes to appear and research to mediate reflections in co-creating teams and supervision.
Mere viden
