Dynamic, vibrant organizations must be receptive to making big, necessary changes. Whether it’s undergoing a shift in goals to meet the changing nature of the economy, or altering work processes to boost productivity and other outcomes, change is essential, but difficult.
How should a manager go about instituting new work processes or eradicating unproductive habits in employees? Below are some of the latest, science-supported tips for eradicating bad workplace behavior, encouraging employees to adopt new habits, and making sure that those new habits “stick” long after the intervention has ended.
Psychological research has consistently demonstrated that one of the largest influences on employee performance, satisfaction, motivation, and collaboration ability is organizational culture (Belias & Koustelios, 2014). Organizations that are warm, interdependent, and dynamic are typically healthier, more thriving organizations. Conversely, organizations that are cool, judgmental, or alienated typically have negative workplace outcomes, low retention, and low employee satisfaction.
Is it time to reorient your organization’s outlook? Are you company’s goals too short-term and reactive, rather than far-reaching and proactive? Does it feel as though people are always scrambling to deal with emergencies and “put out fires”, when ideally your organization would be taking carefully planned steps?
One of the most powerful tools to manage change is language. Depending on how you use it, language can enable, block or drive organizational change. While the role language plays in organizational change has not yet been fully recognized in the practical domain, the social sciences have started the so called linguistic turn years ago.
In your professional live as a manger you will most certainly face situations were only large-scale organizational change (LSOC) can move you and your organization out of harm's way. New regulatory frameworks, disruptive innovations, financial crisis are some examples of events where gradual or incremental change reaches its limits.
Field Configuring Events is a new concept from organizational science that provides valuable insights into how change takes place on a micro-level. It emphasizes the role events such as meetings, projects, workshop and conferences play in driving change.