It is a big misconception that employees do not want to change

People love change, but only when given the space to think along. Working with a vision and frameworks is a simple but very effective method.

KLM's SWAT team

When Pieter Elbers became CEO of KLM in 2014, he faced a major challenge and had to cut substantial costs. But it wasn’t the first time a large cost-saving program was launched at KLM. The company did so every once in a while, and for many KLM employees, it was an all-too-familiar situation. However, where previously people mainly dug in their heels, Elbers got the staff enthusiastic and involved.

He opened an email address and invited all employees to share suggestions. A so-called SWAT team, a two-woman duo reporting directly to Elbers, helped him evaluate and implement the ideas. Within a year, they saved over 10 million euros, but more importantly, employee engagement had never been so high.

Self-fulfilling prophecy

When you talk about change in organisations, almost everyone gets discouraged. Images of failed change programs flash by, and management sighs that employees do not want to change. That belief has become so deeply ingrained that we continue to repeat it. The more often we say it, the more firmly we believe in it. And the more we believe in it, the greater the chance it will happen. It is a self-fulfilling prophecy where we no longer question the underlying assumptions of what we say.

Tired of change?

Yes, many people resist change, but that is not because of the change itself. People are tired of change presented as a fait accompli. When they are not involved, often they are confronted with solutions or new procedures that make no sense at all. The amount of bureaucracy and incomprehensible work instructions increases, and with it their workload.

Many studies by John Kotter, emeritus professor at Harvard and one of the world’s most renowned experts in change management, consistently show that people are more willing to adapt if they understand why change is necessary and feel involved in its implementation.

People love change

Thus, the resistance to change comes from how we approach change. We don’t involve employees, and when they do think along, we ignore their suggestions. Because of these experiences, employees oppose every change that comes from management.

At the same time, employees yearn for change. Due to all the procedures and rules, many workplaces are now so bureaucratic that they have almost become unworkable. Employees would love to get rid of that, and Elbers understood this. Many of the suggestions he received were about simplifying processes on the work floor.

How can we make it work?

Research shows that people are more motivated to embrace change when involved and feel they have a sense of ownership. That can be done, for example, by actively involving people in the decision-making process or by having them contribute to the design of the change.

But as a manager, you don’t want to lose all control. A simple but very effective method is to use vision and boundaries. By outlining a clear vision of where you want to go, you ensure that people know what the organisation or team is working towards. With the boundaries, you are very clear about no-go areas, but you stay away from ideas and solutions because that’s up to the employees. They can figure out any process change and new concepts so long as they fit the vision and remain within the given boundaries. They will make sure their suggestions make sense to them and are workable.

The right discussion

Of course, employees will question the given boundaries when they prevent them from arriving at the best solution, which is what the discussion should be about. Not whether the change is necessary, but how to reach the best result together. This approach works incredibly well, but only if you, as a manager, dare to let go and trust your employees.

Like the French writer Antoine de Saint-Exupéry once said: “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”

This article was originally published in Dutch on CHRO.nl – the platform for HR executives.