J.R. Simplot Company

Recognizing the significance of context is paramount. As leaders of change, our primary objective is effectively managing the human side to ensure successful implementation, adoption, and sustainment. A great deal of energy is spent comprehending the change -- what is changing, why is it changing, how the change impacts stakeholders and what tactics best support individuals through the change journey. However, amidst the extensive focus on what is changing, there is a crucial aspect that often goes unnoticed -- what is not changing. Understanding what remains constant can provide important context and support to stakeholders experiencing change such as:

• Providing reassurance

Communicating what is not changing offers a sense of stability during times of change. It allows stakeholders to anchor themselves to the familiar and provides a solid foundation upon which to adapt and navigate the changes more effectively. The stability alleviates anxiety and instills confidence in individuals, fostering a smoother transition and increased acceptance of the change.

• Minimizing resistance

Resistance to change is a common challenge in any change initiative. Clearly communicating what is not changing can address potential resistance from individuals who may be apprehensive about losing essential elements of their work or identity.

• Managing expectations

Incorporating the element of what is not changing into stakeholder management can align diverse stakeholder groups and prevent assumptions or misunderstandings that may arise during times of change. This can minimize disruption and enable stakeholders to maintain focus and collaboration toward shared goals.

“A great deal of energy is spent comprehending the change -- what is changing, why is it changing, how the change impacts stakeholders and what tactics best support individuals through the change journey.”

Often the aspects that remain unchanged hold the most significance. Some examples of things that typically remain unaffected in any change initiative might include:

• Some established procedures

During times of change it can feel like everything is different. Stakeholders may not have the context to differentiate between which parts of the procedure-ecosystem that they work within remain the same. Clearly articulating which established procedures are not changing can prevent confusion or indecision.                                                                                                                               

• Customer focus

Providing value to the customer remains a priority even if how products or services are delivered changes. Drawing a connection between the change initiative and how it enhances customer focus through meeting evolving customer needs can create buy in and support for the change.

• Organizational identity

Encompassing the mission, vision, and core values, organizational identity tends to maintain its relevance even during periods of transformation. Establishing linkages between the change initiative and the organizational identity can provide stakeholders with a compass to navigate unfamiliar challenges and facilitate necessary adaptations.

• Historical legacy

Organizations often retain a sense of their heritage even when experiencing change. The relationship between the roots, traditions and shared identify of the organization and the change initiative can generate perspective that alleviates resistance.

A comprehensive approach that considers what is not changing alongside what is changing can create a more supportive approach that addresses the full spectrum of individual’s needs during times of organizational change.