Last week we discussed change communication tips for change initiators, which may be of interest to you before you read this post. If you did not read last week’s post, there is still value in this post for you as a change navigator.
Before we dive in, what is a change navigator?
I am defining a change navigator as anyone who is in some way affected by a change initiative. If you have ever been in a meeting or received an email outlining how a change in organization structure, policy, procedure, etc. will impact your department or job, you have been a change navigator. Hint: if you are reading this, you are, have been or will be a change navigator. This post is focused on communication strategies you can use to ensure you navigate the change effectively and productively, even when your input is not elicited.
Tip No. 1: Give feedback when elicited. If not elicited, communicate needs
Some change initiators may ask for your feedback or input in the process of rolling out a change. If you are asked to give your opinion, do! However, not all change initiators will ask for your input, either because of their style or preference in change management or because they are holding information about the change effort that we don’t see. If we are not asked for our input, it is impossible for us to know the rationale behind the change. Because of this, when we are asked for our feedback, we need to manage our expectations about what they do with our feedback. As change navigators, we can give our feedback, but we must rely on others to incorporate our feedback into their decision-making processes.
If our feedback is not requested, we can still give it, but we must be the ones to initiate that communication and understand that it may not impact the change initiative. See our series on managing up for some helpful ideas on how to approach that conversation with your supervisor or change initiator.
If we try to give our feedback and it is still not received, we can always share what our needs are regarding the change initiative. For example, let’s say our position is being reorganized to another unit and after trying to give feedback we find that our input is not something the change initiator is taking into account. This can be frustrating, as it greatly impacts our job. We still likely have needs regarding this change, such as when or how it occurs, , which may help the transition go as smoothly as possible for us and the department. Communicating our needs regarding the change is still important, even if our input is not being asked for, so the change initiator and organization can support us appropriately.
Tip No. 2: Manage our expectations
As a change navigator, our job is to give feedback, communicate our needs and point of view, and then focus on what we can do to reorient ourselves and adjust with the change to the best of our ability. First, we should manage our expectations of what we think should happen or whether we feel the change initiator should listen to our input. There are limits to what we have control over, which can bring on additional stress and anxiety. Separating what is in our control and what is outside it can be a helpful exercise to make sure we are spending our energy in a positive and productive direction. Here is an exercise discussed a couple of weeks ago that might help you process what is in your control and what to focus your energy on.
Tip No. 3: Be part of the solution
Another strategy we can use is in our communication is to highlight the strengths and tradeoffs of the changes being made. As a change navigator we should acknowledge that initiating a change in an organization is difficult work and is commonly met with some level of resistance. Rather than focusing on all the ways we would do things differently if we were the change initiator (and there is almost always something we would do differently), try looking at the change effort through two different lenses that will help you speak to the change in a productive way.
Strengths and opportunity lens : Identify aspects of the change initiative that are strengths or opportunities for growth. We should be willing to communicate these items to help the change initiators and our colleagues see and focus on the positive opportunities in front of us and to demonstrate our support of being a part of the change, so our feedback is listened to when we present our tradeoffs and drawbacks.
Tradeoffs and drawbacks lens : Identify aspects of the change initiative that may bring unintended consequences. When discussing these with our colleagues or change initiators, we want to make sure we are discussing these as tradeoffs rather than be seen as resisting or complaining about the change effort. If we are seen as resisting, our opinion is easily dismissed by change initiators. Instead, make sure you are seen as being a part of the solution and treat tradeoffs as a problem-solving process by inviting solutions and ideas to navigate those potential issues.
For example, imagine a situation where you see a change in policy potentially having an impact on the department’s reporting system. Try first sharing what you see as the benefits of the change to show support of making positive changes. Then share that by updating the policy, there may be a tradeoff with the way reporting is done. Perhaps offer a couple ideas of solutions and invite a conversation around how to troubleshoot. It might even be worth asking the change initiators if they have any ideas for mitigating this tradeoff, as sometimes as a change navigator we are not privy to all the details. Packaging your messages in this way helps show your team you are a part of the solution and that you are invested in the wellbeing of the department, team and making positive changes.
If you need support as a change navigator in finding your voice in a change effort in your team or department, feel free to reach out for a private conversation to explore how you might navigate the situation.
Luke Wiesner is the UC Merced Conflict Resolution Coach , a private resource for staff members who are interested in having a partner to support workplace challenges or conflicts. This service is voluntary, and you can partner with the coach by yourself or with fellow university employees.
