Employee ownership in the change process

I’ve had the fortune of working with various organisations dedicated to assisting their employees in better coping with change, both inside and outside of the workplace. 

Despite the frequency of encountering change, many individuals might experience adverse symptoms associated with the change process, such as cynicism and disengagement. 

These symptoms can significantly impact an employee’s performance and the overall work environment, compromising the change process and influencing mental health and wellbeing. 

This situation might result in leaders having to invest time, energy, and resources into addressing resistance to change, diverting focus from overall organisational performance and desired outcomes. 

Why do individuals respond differently during times of change? 

“I welcome change … as long as nothing is altered or different” 

While the above statement resonates with many, why do some individuals thrive in a changing work environment while others struggle? One primary reason for diverse responses to change relates to our unique set of personal values—the things in life most important to us. 

Personal values vary from person to person based on individual upbringing, beliefs, and life experiences. When these values are fulfilled, individuals are more likely to feel happy, engaged, and experience overall wellbeing. This fulfilment also enhances resilience to change and disappointment. 

When values are compromised or unfulfilled, however, maintaining a sense of wellbeing becomes more challenging. 

Any change has the potential to either fulfil or compromise personal values. 

Consider the following scenarios: 

An employee has the value of ‘recognition’.  They are led by a manager that provides ongoing feedback including regular doses of positive feedback about their performance. 

A new lead replaces the manager and is not someone who tends to provide feedback. They like to wait for the ‘annual performance review’. 

This change can dramatically influence the employee’s ability to fulfil their values at work.   

If the employee is not aware of this value (or its level of importance), this can result in the employee focusing on other things as a source for their frustration e.g. lack of clarity about the change, other people’s behaviour or their work environment.   

If the employee was taking ownership for their own engagement throughout the change process and had an awareness of their values, they could establish their own way to get recognition that wasn’t dependent on the manager.  For example, they could keep a note of all of the pieces of positive feedback they receive (to heighten its presence) and/or establish a network of people they can share their successes with. 

Another example. 

Let’s say our employee values ‘control’ and is working through a changing process. To take ownership for their own engagement throughout the change process, they could proactively seek information on the changes proposed and / or write a list off all their concerns and cross out those they do not have control over.  This simple act promotes control. 

In summary, change demands discovering new ways to achieve personal value fulfilment. 

Most employees haven't been taught how to identify their key values and, consequently, can't take ownership of actively designing their week, month, or environment (within and outside the workplace) to fulfil these values for managing engagement levels and overall mental health. 

Understanding our responses to change positions us to identify strategies to manage change with reduced negative stress, positively influencing the mental health and wellbeing of employees moving forward.