Trinity Technologies Corporation

The “Soft Issues” are the Hard Issues:
Top Ten Rules for Change Management

By Joe Morray

In simple terms, my job is to be a catalyst for change. I support people as they move into the unknown realms of new technology. What’s involved in supporting people is commonly referred to as the “soft issues.” But because bringing about change in people can be very difficult, I assert that the soft issues are actually the hard issues.

I confess: I often hesitate to report to a company’s executive committee that it needs to dedicate more money, time, and energy to help its people through the next step of a technology implementation. I should be braver in these moments, because all the software and hardware in the world are of no use if no one is using it. For all the times I have held my tongue, I now share my Top Ten Rules for Change Management:

Rule 1: Change is scary. With few exceptions, most people do not venture into the unknown without a lot of support and coaching. Changing the tools or the way we perform work is usually met with resistance and frustration. Overcoming the fears of your staff requires three elements: information (“I know what is going to happen”); support (“I won’t be allowed to fail”); and/or supervisory encouragement (“Going backwards is not an option”).

Top Ten Rules for Change Management Schedules for a technology innovations are often defined by how long it will take to load the software, provide the training, load the data, and then go “live.” Such a schedule will invariably coincide with the start-up of a mega-project that has no schedule flexibility. Consider planning the implementation in less tangible blocks such as “exploration”, “desk-side coaching”, “parallel projects,” and “test driving.”

Rule 3: Communicate, communicate, communicate. I adhere to the philosophy of Jim Sohaney, a master at change management now retired from Air Products and Chemicals. When budgeting for an innovation effort, Jim included a line item specifically for communication. He says to be sure the number is very healthy. When you’ve arrived at this number, double it. You’ll find it is still is not enough.

Rule 4: People change at different speeds and through different approaches. Some learn by doing (trial and error); some by reading (analytical); and some by working with someone else (collaborative). Make sure you have an approach that appeals to each of these needs.

Rule 5: Change is not a single event. How often have we invested loads of money and effort into an innovation program and then moved on to something else before reaching our first set of goals? How many times does the “change agent” get transferred to another department after “a job well done?” When change is expected on a particular day instead of over time, people can too easily return to the old, familiar patterns. Sustained change requires sustained focus.