This list was published by the Harvard Business Review.
Assuming everyone understands everything and knows why the change is important
The people who make decisions about the change and implement it have a detailed knowledge of all the circumstances involved. They understand the importance of the change, its parameters, and what exactly it will mean in practice. However, they frequently fail to realise that ordinary employees are unaware of this context, which is why they are often confused by the change and have an aversion to it.
Using vague language or incomprehensible jargon
Corporate and vague language must be set aside when explaining a change. You need to speak in a language employees understand, and explain the impact of the change in such a way that everyone grasps what it will mean for them in their daily work.
Failing to explain why the change is being made
If people don't understand why change is necessary, they will never accept it. In such cases, even the best communication or instructions won't help you. It is essential to explain very thoroughly and individually the crucial issue, which is “why.”
Focusing on the change itself rather than the benefits it will bring
Aversion to change often arises because people focus mainly on how the change will make their lives and work more difficult. Therefore, it is necessary to focus primarily on the benefits the change will bring.
Making no effort to listen to feedback from those affected by the change
Communication about change at companies and in teams is often directive and one-sided. Among regular employees, this can lead to growing frustration and justifiable disappointment that the change is being implemented without regard to their opinion. So allow employees an opportunity to express their objections. Often, to calm an employee’s mind, it is enough simply to listen to these remarks and logically explain why some things cannot be implemented.
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