Change and the Power of Choice: Part 5 – Decide
Once we have actively heard the message of Change, asked the right questions, and measured the impact of the Change, we arrive at the step that is the most empowering in the process of addressing Change: We make a decision on supporting the change. As with most things in life, there are many options, if we have a clear mind to see them. The most common choice is to support the Change. This means we buy into the Change, and align our work, resources, and commitment to the Change. One test to see if we are truly committed; can we express our support to others, and explain the Change, and the reasons behind the Change to our peers, management and our customers? If not, we are not truly committed to the Change.
Another option we have is to reject the Change. In the business environment this can be risky. We need to play out what the consequences will be if we decide to reject the Change. In some extreme cases this may mean we leave our job, or we may be disciplined in some formal, or informal manner. Despite the grime scenario it is imperative that we understand we do have the power to reject the change, and NO ONE CAN TAKE THAT POWER FROM US! If we think, and feel strongly we do need to reject the Change, we then need to consider if we voice this rejection. There are no black and white guidelines on this. What we decide on voicing rejection depends on the culture of our organization, our relationship with our management, and peers, and the Change itself. When in doubt, act ethically. While studying ethics during my MBA program, I heard a clear and easy definition of what is ethical. That being, “If you don't want what you did to be a headline in the local newspaper, it is most likely unethical.” If we do feel it is ethical to voice the rejection of the Change, consider the best time, and place to voice opposition. If ethical voice it at the time, and place the Change is communicated. Another option is to voice it just to members of your department. Or the ethical decision may be to voice it in private to your supervisor.
A third option that is often not considered is to accept the Change with conditions. When I was managing computer systems backup, and restore at a fortune 500 company, we were called upon by upper management to be on call 24/7. A member of my team asked the question, “will we be provided with the tools to support this?” I thought this was an excellent question. The gist of the question was that “I will support the change if I have the tools to make the change easier”. We in effect negotiated the Change.
Below are some points to consider when making the decision to support the Change:
What is the cost of rejecting the Change?
What is the cost of supporting the Change?
Can I negotiate terms of the Change?
What is the benefit of supporting the Change?
What is the benefit of rejecting the Change?
Is it ethical to support the Change as stated?
Is it ethical to reject the Change?
Can I live with myself if I accept the Change?
Can I live with myself if I reject the Change?
If I choose to negotiate that change, who do I negotiate with?
If I reject the Change am I prepared to leave my job?
Although this step in addressing Change can be the most challenging, and risky, it is at the same time the most powerful. To avoid being the victim we all need to realize we all have the power to accept, reject, or negotiate Change. And NO ONE CAN TAKE THIS POWER FROM US. As always, the most important aspect to to address Change ACTIVELY and avoid being the victim of Change!
Once we have actively heard the message of Change, asked the right questions, and measured the impact of the Change, we arrive at the step that is the most empowering in the process of addressing Change: We make a decision on supporting the change. As with most things in life, there are many options, if we have a clear mind to see them. The most common choice is to support the Change. This means we buy into the Change, and align our work, resources, and commitment to the Change. One test to see if we are truly committed; can we express our support to others, and explain the Change, and the reasons behind the Change to our peers, management and our customers? If not, we are not truly committed to the Change.
Another option we have is to reject the Change. In the business environment this can be risky. We need to play out what the consequences will be if we decide to reject the Change. In some extreme cases this may mean we leave our job, or we may be disciplined in some formal, or informal manner. Despite the grime scenario it is imperative that we understand we do have the power to reject the change, and NO ONE CAN TAKE THAT POWER FROM US! If we think, and feel strongly we do need to reject the Change, we then need to consider if we voice this rejection. There are no black and white guidelines on this. What we decide on voicing rejection depends on the culture of our organization, our relationship with our management, and peers, and the Change itself. When in doubt, act ethically. While studying ethics during my MBA program, I heard a clear and easy definition of what is ethical. That being, “If you don't want what you did to be a headline in the local newspaper, it is most likely unethical.” If we do feel it is ethical to voice the rejection of the Change, consider the best time, and place to voice opposition. If ethical voice it at the time, and place the Change is communicated. Another option is to voice it just to members of your department. Or the ethical decision may be to voice it in private to your supervisor.
A third option that is often not considered is to accept the Change with conditions. When I was managing computer systems backup, and restore at a fortune 500 company, we were called upon by upper management to be on call 24/7. A member of my team asked the question, “will we be provided with the tools to support this?” I thought this was an excellent question. The gist of the question was that “I will support the change if I have the tools to make the change easier”. We in effect negotiated the Change.
Below are some points to consider when making the decision to support the Change:
What is the cost of rejecting the Change?
What is the cost of supporting the Change?
Can I negotiate terms of the Change?
What is the benefit of supporting the Change?
What is the benefit of rejecting the Change?
Is it ethical to support the Change as stated?
Is it ethical to reject the Change?
Can I live with myself if I accept the Change?
Can I live with myself if I reject the Change?
If I choose to negotiate that change, who do I negotiate with?
If I reject the Change am I prepared to leave my job?
Although this step in addressing Change can be the most challenging, and risky, it is at the same time the most powerful. To avoid being the victim we all need to realize we all have the power to accept, reject, or negotiate Change. And NO ONE CAN TAKE THIS POWER FROM US. As always, the most important aspect to to address Change ACTIVELY and avoid being the victim of Change!
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