Human Side of Change

Introduction
Never underestimate the power of human-to-human dynamics in the change process.
"...Psychology of interpersonal dynamics, etc......heart of effective stakeholder management......this intangible factor can often be the critical ingredient in the alchemy of change that sticks..."
Sigi Osagie, 2021
For change to work, you need to be able to 'connect' with the relevant stakeholders, ie get their 'heads, hearts and guts' aligned and on-side; this can take time.
You need to be appreciative of everyone's perspective on any change initiative, ie what do they truly think and feel about it:
"...sometimes we can be so resolutely locked into our own viewpoints......our own self-importance that we lose the ability to recognise that it just  might be other views: our way may not always be the best nor the only way..."
Sigi Osagie, 2021
Understanding and appreciating that other people may hold different views is part of emotional intelligence, ie
"...your ability to get a fix on your stakeholders first before putting together your own game plan......if you understand your stakeholders' perspectives, drives and motivation, you'll be much more able to shape the agenda to address their fears and their needs, hence make your work more meaningful and relevant to them..."
Sigi Osagie, 2021
Putting people first (need to keep people 'front and centre' in any change initiative, eg understand their training needs to handle gaps in their knowledge, etc; resist any effort to speed up change implementation timelines as a basis to return to on ongoing operation; understand the importance of leadership (both formal and informal); encourage co-creating, co-designing, collaboration, etc at all stages of the change initiative, ie from planning to reviewing implementation, with maximum stakeholder inputs from the beginning; looking for win-win situations.
With automation changing of work roles:
"...as organisations blend more technology into their operations they become more efficient and competitive......such a shift can have a major impact on people - the strength of any organisation. Done poorly, the results can be disastrous, particularly for morale. Planned well, though, the  transition can be smooth and even make a company stronger by helping impacted staff learn new skills and gravitate to new roles, resulting in less turnover and increased job satisfaction..."
Mumtaz Chaudhary, 2024)
Communications
Communications is an important part of the people side of change; yet it is often an afterthought.
Too often organisations focus on it technology (especially IT), execution and implementation of change, and neglect the most important factor, ie people. However, an effective people strategy involves clear, effective communications as part of your change management programme; this involves
- Communicating your strategy (explain the 'why' so that stakeholders understand the motives and intended results
"...Start by clearly articulating your reasons for the change in your priorities, and how they tie into your overall business strategy..."
Keith Kitani, 2024)
- Identify WIIFM (personalising the 'why' so that stakeholders have a better understanding of how their participation directly impacts their future and opportunities)
- Communicate continuously (change is a journey with every stakeholder at different parts of the journey;
"...you must devise messaging that addresses employees where they are in that journey. This is not the time for a one-size-fits-all approach - tailor your message so it resonates with individuals and will provide them with a clearer understanding of their role in the process..."
Keith Kitani, 2024)
- Consider the source (ensure that stakeholders get the message via the delivery that best suits their individual needs for understanding; leverage multimedia, such as video, audio, interactive, print, etc; to understand
"...How employees get information - what channels, formats, systems and even down to the timing..."
Keith Kitani, 2024)
- Ensure leadership is aligned (ensure that all levels of leadership are giving the same message; otherwise
"...Where's misalignment, employees get confused, frustrated and they don't know who to trust..."
Keith Kitani, 2024)
- Measure and iterate continuously (measure qualitatively and quantitatively, ie
"...are people consuming the content you have provided? How often? Over what channels? Measuring......for sentiment is equally important. If they're consuming, but not understanding, does the consumption even matter? These surveys and feedback tool together their inpact on what they have learnt, how it is being implemented and how well their behaviour aligns with the change you want to see. Make adjustments to your strategy, channels and messaging as needed. This is based on feedback throughout the process..."
Keith Kitani, 2024)
Summary
"...when communicating change, it's important to recognise that employees are dealing with a lot all at once and that a constant state of change can be overwhelming. Cutting through the noise with the message that clarifies the 'why' delivered in the format and channels that works best for their understanding is critical for engagement, and, ultimately, successful change implementation......people are at the heart of adoption. Making effective communications as the foundation piece of your change management strategy can dramatically improve the likelihood of being successful, lasting improvements that deliver real business results..."
Keith Kitani, 2024)