Industrial action such as union strikes, often seen as disruptions, offer valuable insights into the complexities of organisational change. By analysing these events, we can glean valuable lessons for effective change management strategies.
Disclaimer:Â This blog post is for informational purposes only and does not constitute specific professional advice.
Working in change management, resistance to change is often expected. Our role as communicator, manager of engagement and coordinator of change activities exists to improve the likelihood of change adoption and prevent misunderstandings that lead to resistance. However, there is always a risk that resistance will occur, and that it will become organised. It's therefore crucial for change projects to work closely with the teams responsible for workplace relations, union liaison and peak body engagement throughout the change process.
The Importance of Employee Engagement
Industrial action highlights the critical role of employee engagement. When employees feel unheard, undervalued, or like their concerns are ignored, they resort to drastic measures like strikes. A key takeaway is that effective change management necessitates active employee engagement throughout the process.
This includes:
Open communication:Â Regularly and transparently communicating the "why" behind the change.
Active listening:Â Genuinely listening to employee concerns and feedback.
Employee involvement:Â Involving employees in the decision-making process whenever possible.
The Power of Collective Action
The existence of trade unions demonstrates the power of collective action. When individuals unite, they can achieve outcomes that would be impossible alone. Similarly, empowering employees to participate in the change process through collective action can increase buy-in and ownership.
A potentially unexpected lesson from industrial action is that individuals feel 'safer' about managing change when their experience is shared with others. In order to understand what change means for them, they often turn to their peers. To help employees understand the benefits of the change, channel engagement into group experiences that offer clear, honest and positive information about the change. This could involve:
Employee committees:Â Forming committees to represent employee interests.
Workshops and brainstorming sessions:Â Involving employees in brainstorming solutions and identifying potential roadblocks.
Change champions network: Creating a network of peers who actively promote change readiness.
Superusers: Identifying a group of people who understand the new solution thoroughly and can be relied upon to troubleshoot and provide detailed help to others.
The Need for Strong Leadership
Strong leadership is essential. Being truly committed to the change involves a degree of risk that may initially feel uncomfortable for some leaders. Strong communication, engagement and change leadership can prevent industrial action from occurring altogether. However, once it has begun, successful navigation of strikes, stoppages, bans or other action requires patient, decisive leadership. Leaders must effectively communicate, negotiate, and manage the crisis while maintaining a focus on long-term goals.
Empathetic leadership is crucial during periods of organisational change. A key callout to change leaders is to commit to the change and communicate and engage early and often. Leaders must:
Demonstrate empathy and understanding:Â Acknowledge employee concerns and demonstrate a willingness to find common ground.
Be decisive and assertive:Â Make clear decisions and take action.
Build trust and credibility:Â Earn the trust of employees through consistent and transparent communication.
The Importance of Addressing Root Causes
Industrial action often stems from deeper, underlying issues. The change project you're involved with may touch on some of these issues, and therefore get caught up in a broader landscape of discussion and negotiation. These could include perceptions of unfair labour practices, inadequate compensation and benefits, or lack of job security.
Effective change management requires understanding the needs of stakeholders and groups impacted by the change, and addressing the root causes of any employee dissatisfaction. This may involve:
Conducting a detailed change impact assessment: Understanding the future state for each group and what elements are changing for them.
Conducting thorough needs assessments:Â Identifying and addressing employee needs and expectations.
Investing in employee well-being:Â Providing competitive compensation and benefits, promoting work-life balance, and fostering a positive work environment.
The Value of Proactive Approaches
Industrial action is often a reactive measure and is therefore potentially preventable. By proactively addressing employee concerns and fostering a positive work environment throughout the change, organisations can minimise the risk of future disruptions. Proactive change management is essential and could involve:
Regularly monitoring employee morale and engagement.
Conducting employee surveys and feedback sessions.
Continuously improving communication and employee relations.
Being available to clarify the benefits of change, answer questions and demonstrate how employee feedback is being incorporated into future solutions.
The Unexpected Lessons in Change Management from Industrial Action
While industrial action such as union strikes, work stoppages, go-slow campaigns, bans or lockouts are often seen as negative events, they provide valuable lessons for organisations seeking to effectively manage change. By understanding the importance of addressing peoples' underlying needs, genuine employee engagement, enabling constructive collective action, maintaining strong leadership, addressing root causes, and taking proactive approaches, organisations can implement change more effectively, minimise disruption, and build a more resilient and successful future.
For more information on effective change management, book a call with Agencia Change.
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