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Supporting change
Change is a fact of life – and yet most people find it difficult to accept. This applies just as much to our personal lives as it does to organisations and projects. Anyone who introduces change without actively supporting the people affected risks encountering resistance, uncertainty and, ultimately, the failure of even well-thought-out initiatives. Supporting change therefore means more than simply making announcements and restructuring processes – it means taking people on a journey that may initially seem unfamiliar and perhaps even threatening to them. In humanitarian work, where changes are often far-reaching and directly affect people’s lives, this task of providing support is particularly challenging and particularly important.
Why change management is so often underestimated
In many organisations, a great deal of attention is paid to the substantive aspects of change – the new strategy, the new process, the new tool. What tends to be overlooked, however, is the human aspect: how do those involved experience this change? What do they lose, and what do they gain? What fears and resistance arise, and how can these be dealt with constructively?
These questions are not merely peripheral issues – they determine whether a change really takes hold or remains merely on paper. Studies in the field of change management consistently show that the main reason for the failure of change processes lies not in poor concepts, but in inadequate implementation at a human level. Anyone who ignores this pays a high price – in the form of resistance, declining motivation and, ultimately, projects that fail to deliver the hoped-for impact despite a strong starting point.
For organisations that work with volunteers and changing teams, this challenge is even greater. When people are only part of an organisation for a limited time, there is less time to build trust and introduce changes gradually. This makes it all the more important to communicate clearly, openly and respectfully right from the start.
The key tasks in change management
Successfully managing change is not a matter of chance. There are tried-and-tested approaches that help guide people through change processes – without pressure, but with clarity and consistency.
Communicate openly and at an early stage
The biggest mistake in change processes is communicating too late or not enough. When people are taken by surprise by changes or feel they are not being involved, mistrust arises – and mistrust is harder to overcome than resistance to the substance of the changes.
Open communication means providing information at an early stage, even if not everything has been finalised yet. It means being honest about the reasons, objectives and potential implications – even if the answers to some questions are not yet clear. And it means creating space for questions, concerns and criticism. People who feel they are being listened to are more open to change – even if they are not entirely convinced by the substance of the proposal.
Communication should not be a one-way street. Regular feedback sessions, open discussion forums and accessible channels for raising concerns are just as important as top-down communication. Those who listen often learn things that improve the change process – whilst at the same time demonstrating their appreciation.
Actively involving people
Changes that are developed jointly meet with less resistance than those imposed from above. This does not mean that every decision must be taken by consensus – that would be neither practical nor sensible. It does, however, mean that, wherever possible, those affected should be involved in the process.
This can be achieved in various ways: through working groups that help shape the changes, through pilot phases in which experience is gained and adjustments are made, or through regular consultations with those who have to implement the changes in their day-to-day work. People who have been allowed to help shape the process identify more strongly with the outcome – and are more willing to stick with it, even during difficult periods.
The following measures have proved effective in practice:
- Clearly identifying key contacts who will be available to address any questions or concerns during the change process
- Regular updates on the progress of the change, so that no one feels they are losing track of things
- Recognition of achievements and commitment demonstrated during the change process
- Realistic time planning that allows sufficient scope for adjustments and human learning curves
Understanding setbacks as part of the process
No change process goes smoothly. There will be phases in which resistance is greater than expected, in which progress stalls, or in which mistakes are made. These setbacks are to be expected – they are not a sign of failure, but a normal part of any change process.
What matters is how they are dealt with. Those who address setbacks openly, analyse them together and see them as an opportunity to learn strengthen trust within the team and the organisation’s resilience. Those who ignore them or play them down risk allowing frustration and scepticism to take hold – and jeopardise the entire process.
Ultimately, managing change is a question of attitude: the conviction that people are not obstacles in the change process, but its most important element. Those who truly embrace this do not impose change on people – but drive it forward together with them.