Chapter 10
But That’s Not the Way We’ve Always Done It
Don’t Give Up
You will undoubtedly run in to resistance and grief when trying to implement something new. All the user testing and ensuring there will be minimal problems is not all for nothing. Be patient.
Dealing with Resistance
Keep in mind that most resistance to change occurs because of fear. You will not be able eliminate other people’s fears but there are six things you can do to help users manage change:
Involve
Explain
Listen
Enforce
Reinforce
Evaluate
Early Communication
Initiating communication earlier on in the process will benefit you later. Early communication also serves two other critical purposes: Early detection and advanced preparation.
Early Detection
Skepticism is likely in the beginning. Most users think that the problem will go away or inevitably end up to their disadvantage. Open communication, as well as being honest in the beginning prevents problems in the end. Early detection will also reveal cynicism. Skepticism is one thing but cynicism can reveal a personal agenda. Communication in the beginning will help to reveal cynics.
Advance Preparation
Involving people early and often allows them to be included on the process and therefore allows them to be heard. Disagreements are still likely to occur but if the person feels they are genuinely being heard they are often easier to deal with.
Continuing Education
As implementation continues, keep talking to people. Run status updates by everyone even if nothing has happened. Keeping lines of communication open allows for continued input and allows for valuable opinions to be heard.
Final Notice
If you have kept communication lines open then the final notice of implementation will come as no surprise. Users who were heavily involved will make the transition smoothly. Make sure to keep listening to skeptics but also remember that there comes a time when you many need to put your foot down. Just be sure they understand the consequences of non-compliance.
Grace Periods
Grace periods allow for a gradual adjustment to a new system. The more controversial the policy or procedure the more grace period becomes vital. Grace periods allow for more preparation. Grace periods also let the user know that there is some flexibility initially and that full enforcement begins at a later date. Using a grace period is a sort of announced gradual transition that allows everyone to adapt gracefully.
Delivering Bad News
Don’t try to change an unpopular procedure to popular in a blink of an eye. Planning, patience and preparation are required. The greatest asset you have is the communication that has already taken place. If good communication has occurred than the user will likely trust you enough to listen seriously.
Preempting
Preempting is a way to deal with anticipated issues before they arise. Holding a meeting to discuss likely objections will steal the objectors thunder.
Taking the Heat
You must be willing to accept responsibility for the policies and procedures that you create. Just remember that people have the right to feel strongly about things that affect them or their jobs and it’s not personal. Be patient and calm.
Here Comes Trouble
There are 14 “indicators” for trouble (all 14 are located at the back of the chapter on page 339). Trouble is sometimes unavoidable with policies and procedures, but they are common ways to avoid problems. The most common indicators are:
Unfairness – Unfairness often really means “unreasonable from my point of view.” To avoid this, look at the policy from another’s point of view and make sure it is reasonable.
Negativity – Negativity is an unconscious trap during writing. It is easier to state “don’t do something” rather than an alternative. For example, instead of writing “don’t take extended breaks,” write “observe the scheduled break times.”
Hypocrisy – The substance of the policy must support the company’s goals and viewpoints. Actions that conflict with the words of a policy can be viewed as hypocritical.
Pointlessness – Point out why a policy or procedure is important. Workers are more willing to adapt to a policy that proves it will accomplish a task.
Unworkableness – There are three keys: accuracy, completeness, and testing. Make sure a policy can exist in the “real world” of the company.
Restrictiveness – Maintain a balance between control (policy and procedures) and flexibility (user’s needs). Be detailed when necessary, and specific when necessary.
When the Writer is the Resister
When writing a policy, you as the writer may not agree with it yourself. Be sure to address your own concerns the same way you would anyone else’s: listen and consider. Note the reasons for the policy and why it is being created and keep this in mind as you are writing it.
9 comments:
I like what Campbell said...'forewarned is forearmed.' Everyone has one in their office; the cynic, who's only agenda is to stir up trouble. I'm talking about the person that is always against something, no matter what it is. Knowing that going in can be quite helpful, but aside from that fact, there is a psychology behind the game player that would be a whole book in itself. What Campbell did was offer suggestions for communication and early involvement in the process. Most people will be less resistant if they are involved in the process. I've been guilty myself of taking the 'devil's advocate' stand, but I agree that regular communication and feeling like I'm involved in the process, and knowing that my opinion does count, I will back off my being at odds with the policy or procedure and end up approaching it with an open mind.
Oh, and I like the idea of grace periods for new policy implementation. I can think of times at the office when a new policy caused some stress and confusion. Had we been given a grace period to adjust to the new process, there might have been less grumbling.
In my work I have found that involving people from the start does help the rest of the unit to accept changes in procedure. The text is right on with that suggestion. However, I think there’s a rule that there are always going to be at least a couple of resistors in every group. They can sure make it difficult, but I like the text’s suggestion to raise the objections first. That’s an idea I want to try.
Well this whole Chapter 10 on Campbell is basically people skills. How to be comfortable with criticism and what is the healthiest way to deal with it all. One point I liked in this chapter is Grace Periods, because it is an additional preparation time. Some flexibility is expressed and full enforcement begins at a later time. This is useful for the negative rebels, which are making it difficult for people to learn or be motivated to adapt to the new Policy or procedures.
Sometimes the writer can be the resister, as the writer makes the policy and procedures and I learned from this Chapter that it’s ok to disagree with the information .
Also including the user at all times will make them feel as if they matter and make a difference. this interaction will get every one involved and sharing opnions that may be less resistant and more productive.
This chapter really applies to me right now. At work I am on a committee to document our dept's processes, and we have already come under some fire. People that have done their own thing for a decade are very resistant to change- even if it is what everyone has been doing for years.
This chapter provides a lot of good advice!
I think as Amy mentioned, this chapter is really on people skills. Communication is key here. There was a couple sentences that make a whole lot of sense to me such as, "There's no mystery to the fact that people who are consistently involved are also more cooperative users." People are often more resilient if they are involved with the process, rather than some policy appearing out of no where and someone saying barking, "well that's the way it is, tough." Communicating early ensures no surprises and even if people are disagreeing, the initial shock wave of disagreement isn't there. I remember a few years ago when I was at SeaWorld and they rolled out a new policy involving forklift operators. It required that even the existing forklift operators redo a certification and some other additional test, which was the one people were upset about. They did have a grace period I think of 6 months, which I thought was a way long enough time to get people trained as the class was only one afternoon or something and was even held at SeaWorld free many times that summer.
This is an interesting and great topic to cover because we are ALWAYS changing at our job. Somtimes it gets to be a burden. Other institutions I've worked for NEVER change and people hate it. I just wish there was a happy medium. I do like change and variety in my life and at work, but being warned about it ahead of time, or being able to have my voice heard too is still important. We have no grace period for new policies and procedures, and those change on a daily, sometimes hourly basis depending on equipment (sending to press), etc. By the way, I do love the word Unworkableness too. It's the perfect way to describe the technology we're currently trying to upgrade. Patience is still key to this field, I certainly agree with that.
I always hate "the cynic'. I always have a near undeniable urge to keep them as uninformed as possible, so that when they do complain, at least they'll have a valid reason. I do like the tips provided in this chapter however, and hopefully I'll be able to implement them better for future use.
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