Let’s start by defining adaptation to change as the ability of people to assume a new environment without this altering achieving the objectives that have been previously proposed. Then we ask ourselves.
The leadership of organizations in a process of change represents a fundamental pillar, because the leader must have a high degree of adaptation to change to positively impact their work environment and generate a natural process of adaptation among other collaborators and In this way, to convey the message: “the changes are part of the transformation and growth processes of the organization, and the benefits will be directly reflected in their daily work”.
“Many things are now possible. The only impossible thing is to resist change and not evolve or transform. However, change does not have to be a hard and extremely demanding process. You can learn to change. ” Michael Hugo
What problem generates resistance to change?
During the implementation of the change, the problem we face is resistance to change, the fear of people knowing that many activities will be stopped, creating uncertainty in people. Because when they say the word change or restructure automatically, people think about disconnections. That is where the new vision of the company must be assertively communicated. People’s feelings are:
- Fear:We feel fear in the face of the unknown or abandon the known
- Uncertainty: We think of “how about …”
- Selfishness:Change can be good for others and if it is not good for me I will oppose it
- Lack of trust: Change can be seen as a threat because it demands new capabilities, skills and attitudes
Studies systematically reveal that there is a failure of between 50% and 70% every time change efforts of all kinds are implemented, it can be structural change, technology inclusion, generation gap, schedule flexibility, gender equity , etc. We have seen that many organizations have come to dominate the operational or structural aspects of change, but devote little effort to their human component. To achieve the desired results by adopting a new direction, system or initiative, organizations must combine the advantages of change management and change leadership.
What are people’s change styles to adapt to change?
The people who best adapt to changes during transformation processes are those who have an innovative vision and prefer:
- Change that challenges the current structure
- Enjoy risk and uncertainty
- Challenge accepted beliefs
- They can be seen as visionaries and systemic thinking
- Policies are not an impediment to perform your tasks
- They appear to be disorganized, undisciplined, spontaneous and unconventional
- They can be impractical and lose important details.
These types of profiles are those that contribute positively during the processes of change, which is why it would be appropriate for innovation to be managed within the organizational culture and continuous improvement in this way when changes are drastic people can be prevented and are ready to adapt to the new challenges, these qualities are reflected in the test of style of change, as well as the gradual and pragmatic.
And the qualities of the people that cost them the most?
The gradual style is the most difficult to accept the change, the qualities they have are the following:
- Prefer the change maintained by the current structure
- They show themselves as disciplined and orderly people
- They can work with conventional beliefs
- They like what is predictable
- They can appear as cautious and inflexible
- They can focus on both details and routine
- Honor established tradition and practices
Pragmatic style is what people who have a medium level of adaptation to change have and their qualities are:
- They prefer change focused on results rather than structure
- They are mediators and catalysts
- They appear to be practical, flexible and condescending people
- They are open, (take into account all versions of the argument)
- Team oriented
- They can be perceived as too “political” or “undecided” people
How can we strengthen adaptation to change?
To strengthen the adaptation to change in each of the Innovative, Pragmatic and Gradual change styles, you must:
- Informing and communicating
- Participating in the change
- Providing facilities and support to employees
- Making negotiations with those involved