¿Cuáles son las formas más efectivas de gestionar el cambio cuando los departamentos o equipos no están alineados?

Often leaders and teams behave as if they are aligned or act superficially aligned when they truly are not, especially if there is a power differential at play or a lack of trust, psychological safety, and/or time. That’s the first step: drawing out and identifying the areas of misalignment beyond the superficial issue.

Through 'Listening Circles', we delve into the root causes of misalignment, ensuring every voice is heard. This practice has been crucial in addressing concerns and fostering a shared understanding.

I'd start in a different place, i.e. by accepting misalignment across stakeholder groups as a fundamental aspect of change. The focus should not be on getting everyone aligned as we stand to lose or gain differently from changes but on designing a process of change that engages stakeholders in solution identification and thus creates ownership.

Driving a line of sight in a business is critical to its success. In many instances it is required to re-align the business, division or group. A revised Vision, specific goals, and for each goal, objectives and supporting tactics. But there needs to be an agreement on the definition. VISION: what you want to become as a business, unit, group, etc. GOALs, a qualitive statement identifying what has to be achieved to realize a vision. It should range from 6 to 60 months. EACH GOAL needs a series of annual objectives, with a timeframe and a deliverable. Finally, EACH OBJECTIVE gets the supporting tactics again with a timeframe and deliverable. When cascaded the business then has something to align around. There is much more to ensure alignment

Misalignment is often caused by organizational structure that encourages silo thinking and win-lose competition in the performance management system. This sets up a circular cause-effect situation that has to be addressed through purpose alignment that focus on internal customer relationships. This focus then provides a foundation for organization realignment that gets to the core issue.

In my career, I've experienced myriads of organizational changes, some extreme (remember the AT&T Trivestiture?), some not so extreme. Frankly, the premise of this topic is flawed. If organizations and departments are misaligned, then the change is almost doomed from the start. It is up to the leadership to first create that alignment across the leadership tier. That does not mean that everyone will agree with the change, but they most all understand the drivers for the change and the expected outcomes/benefits. I've seen things go horribly wrong without this alignment, including individuals doing things to subvert the effort altogether.

In my experience in healthcare this is a bittersweet experience. Most departments turn a blind eye to others. You have to get them to open up and see the big picture.

Reactions to Change is like an iceberg. The “tip” is the only one visible. There is something bigger and deeper that one needs to understand and fathom before one can “move the iceberg.”

Many people do not have an agreed to vision, which makes this difficult. But remember it is NOT the change that does you in. It is the transition! People are individuals and change at different rates. As an example, 10% of the people never change, 45% want too and need training, etc. And 45% of the people did not get the memo. The ability to CEARLY articulate the necessity of the change is critical. But it is not the same for every employee or target group. People who "receive" a communication will look for it to be personal, tactical and strategic all at the same time, before they can internalize it. We miss these facts all the time. That is why alignment to the vision is critical. Having the right stakeholder groups is key.

I use storytelling to communicate change, highlighting real-life success stories. This approach not only clarifies our vision but also resonates with diverse teams, illustrating tangible benefits.

It’s essential to clearly communicate why the change is necessary and how it will benefit the teams and the organization. This is like painting a picture of a brighter future that the change will bring. Ensure that the communication is clear, consistent, and transparent, and addresses the concerns and questions of all parties involved.

While communicating the vision and benefits of the change is important, it is also important that the risks and downsides of the change are clearly identified and discussed, stating very clearly how the group is expected to address them and minimize the “side effects”. Here again the vision and mission as a group may align but it is important to go down to the individuals and assess the alignment.

I have developed a tried and tested change excellence model called I.N.S.P.I.R.E. I - Inspire the need for change N - Navigate your Org and build a strong coalition for change S - Surface Resistance Proactively P - Plan your implementation I - Implement your change initiative R - Reinforce and Sustain E - Evaluate and Learn. Please check out my book titled "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people". Its available across 40,000+ retailers and bookstores globally including Amazon, Barnes and Noble etc.

USE DATA for effective communication. That's the key. Map your stakeholders according to different demographics, create groups, and develop templates for these groups. Now, add the key messages and share the communications. Finally (and most importantly), understand the effectiveness of your communications using various data metrics (e.g., click to conversion ratio, how many people opened email, the avg amount a reader stayed on the page, etc.,)

Misalignments within the team during periods of change often stem from communication failures, where involved parties didn't clearly understand their responsibilities. Starting the process with a responsibility matrix, clearly delineating each team member's areas of operation, and subsequently clarifying descriptions through storytelling can be an effective approach. This will not only help team members understand their responsibilities but also provide examples of how these responsibilities apply in the context of daily work.

How can organizations navigate change successfully when teams are out of sync? By orchestrating cultural harmony through team-building, clear communication, and aligning leadership. Actively engaging employees, implementing a robust change management plan, and streamlining system integration are key moves. Anticipate legal twists, retain star performers, involve employees in decision-making, and measure success with clear metrics. These creative strategies turn the challenge of misaligned teams into a captivating dance of successful change management.

It’s the WIIFM…. When you know what the change means to each group or even individuals it can be powerful. Develop personas for each role and point out the obvious and not so obvious benefits to each. When people hear that you are considering what impact changes will have on them and not just “the company” they tend to sit up and take notice. You also need to listen. When you truly understand the concerns of your target audiences then you have the intel to propel the change.

1) Misalignment starts at the top: ensure that management isn't sending mixed messages, dropping balls or otherwise contributing to the problem. 2) Examine org culture: the cliche is true, culture is the hardest thing to shift - whichever lever you are trying to use. Figure out why things are the way they are, for how long, what the power dynamics are, what the insecurities/fears are, etc. Then decide in which order to fight your battles. 3) Outside HR assistance: sometimes professional outside expertise can be of great value, even if you think you have it covered internally. I learned this lesson the hard way, and it took seeing results first hand to make me a believer. Ensure that you chose a professional unafraid to challenge status quo.

Involvement leads to commitment. Engage the teams and departments in the change process. This could be through workshops, joint planning sessions, or feedback forums. Empowering the stakeholders to contribute to the change process helps in gaining their buy-in and commitment.

When departments are not aligned, Change Management is best addressed and steered, top down. The CEO should address all departments and then appoint the individual dept heads as the Change Champions. These Champions would then help craft the Change Plan and contours and thus have co-ownership. They would be given milestones with timelines and report progress regularly to the CEO. Progress should be linked to appraisal KRAs. Each Champion would be responsible for aligning their individual depts and drive inter-departmental collaboration. Continuous oversight by management and course corrections as required, would enable timely and smooth changeover.

Successful change implementation cannot be a one-person or one-team show. Sudden behavioral shifts without broad involvement and empowerment can breed a cult-like atmosphere. In large organizations, excluding and disempowering individuals jeopardizes change success. Effectively implement change by including and empowering those responsible for future state activities. People are more influenced by peers' realistic perspectives than top-down email templates.

Impliquer et responsabiliser les parties prenantes d'une organisation lorsque celles ci ne sont pas alignées va , à mon sens , dans un premier temps passer par une prise de conscience au niveau individuel de son mode de fonctionnement ( comportement, prise de décisions, vision, etc...). Et ensuite un travail collectif pourra permettre de de travailler sur les diversités présentes dans et entre les équipes pour faire émerger les points de collaboration possibles. On peut de cette façon transformer les relations existantes en des rencontres où chacun s'implique et se responsabilise en exprimant au mieux son propre talent et en reconnaissant celui des autres pour s'appuyer dessus et rendre ainsi des équipes plus performantes et plus efficaces.

I believe one should first Build trust and psychological safety. Also we should empower decision making and support development

My top five suggestions regarding stakeholder management during a change exercise: 1. Craft the 'core message' to be communicated to all, especially key stakeholders. 2. Establish the role of these stakeholders and enlist them as 'change agents,' nothing defeats a change management program than holding critical messages, changes, and implications from those who will be impacted the most. 3. Listen. And then listen some more to what these stakeholders and their teams are saying. 4. Be ready and flexible to modulate the message and work in progress basis the voice on the ground. 5. Establish milestones - big and small - and celebrate early wins to keep the momentum going and spirits high.

I champion 'Change Champions' within teams, who co-create solutions and facilitate peer discussions. This empowers stakeholders, making them active participants in the change process.

En este punto considero que el factor preponderante es dar libertad de accion y expresion. El sentirse participe e involucrado en el cambio, dara frutos en el corto plazo. Hay quienes salir de la zona de confort representa un desafio no viable, por lo que en estos casos estara presente la habilidad del lider, para ampliar dicha zona y lograr una conjuncion con lo que se viene.

Je questionne chaque partie prenante à ce qu 'ils racontent leurs histoires et réussites passées, les ingrédients clefs qui ont marqué ces réussites, leurs talents mis en oeuvre, leurs ressources disponibles, ce qui marche et ce qui existe. Tout ce qui en sort est partagé entre les parties prenantes, entre services et équipes non alignés, pour ensuite co construire le sujet stimulant , stratégique, engageant pour tous. Ainsi les désalignements, les problèmes sont pris à contre pied. D'une énergie négative et résistante, il se dégage un énergie stimulante basée sur ce qui existe et sur ce qui marche.

Misaligned expectations and goals cementes "silo" centric achievements and not looking out at the wholesome value. Achieving this I have seen taken alot of patience and grit. Constantly focusing on the expectations and measuring the pulse of that is key. A mini metric to check on alignment of expectations and goals is needed.

With any change, communication needs to take place prior to implementing a change. . . this is key - especially when the people who are being affected by the change are not involved with any part of the change process or decisions made by others. Many times, the leaders of a company will make a change and just drop the bomb on the employees by announcing something about the change at the last minute. Employees need to not only hear who, what, where, when, why and how but also … what issue the change is going to solve or the expected outcome and how it will simplify their job (if at all possible) instead of adding more to their already full plates.

By aligning rewards with our change goals and establishing clear, transparent expectations, we've cultivated a fair and motivated environment that drives alignment and commitment.

Ensure that the goals of the change align with the incentives for the teams. This is like making sure everyone is rowing the boat in the same direction. Aligning incentives and expectations encourages teams to work together towards the common goal.

Premios y castigos son elementos que, si se manejan mal, son factores de crisis, ya que pueden aumentar la disconformidad y plantearse situaciones de privilegio. Puede acontecer que se recargen de tareas los buenos, por lo que una capacitacion de loa mas reticentes , podra nivelar la balanza.

Incentives are a tool for generating motivation and momentum. However, motivation and momentum cannot be created merely technically. It requires an approach that considers recognition, leadership by example, meaningfulness, and skills.

Der vierte Schritt zur Bewältigung von Teamungleichgewichten erfordert die Anpassung von Anreizen und Erwartungen an die Veränderung. Klarheit über Rollen, Verantwortlichkeiten und Leistung ist entscheidend, ebenso wie die Ausrichtung von Belohnungen auf die Veränderungsziele. Fairness, Transparenz und Konsistenz sind dabei essentiell. Durch Ziele, Metriken, Feedback und Anerkennung lassen sich gewünschte Ergebnisse und Verhaltensweisen verstärken. Eine klare Anpassung von Anreizen und Erwartungen schafft nicht nur Akzeptanz, sondern fördert auch die gewünschte Leistung und das erwünschte Verhalten im Veränderungsprozess.

99 times out of 100 the solution to a behavior problem is simply to align incentives with the desired goal. Few forces are more powerful than incentives, and none are as friendly. Ignoring incentives almost never works out well. Thinking about the incentives of others is necessary to create win-win relationships. Understand the psychology to obtain a more structured and thorough understanding of how incentives shape the actions of all involved. And not all incentives work with all departments, or people. This is the goal: Get people to do what you need them to do, but do it for their own reasons, not yours.

Employ incentives related to removal of roadblocks and enabling capability to produce outcomes. Always pair behaviors with outcomes to reinforce the power of team and organization culture.

A robust strategy should be in place which aligns the objectives and incentives for the people. It should be governed transparently and communicated regularly

1. Proactiveness to identify risk and conflicts 2. Fill in the communication gaps 3. Address the conflicting agendas of stakeholders 4. Be aware of power dynamics of organization 5. Understanding the reason for resistance for change

Minimize conflict during the change process by clearly defining expectations and outcomes across departments while also establishing a timeline. Regular cross functional meetings will make sure everyone is informed of the developments and timeline. However, with that being said, prepare for some conflict resolution. Change usually gets emotional to people that care about their work.

Scheduling quarterly or monthly cross functional meetings can help to maintain better relationships between teams or departments and minimise or prevent disruptive issues happening. Adding in a morning tea, or 30 minute wellness workshop will create opportunities for teams to foster connections with other departments and set a better tone for open communication.

Managing conflicts and risks during the change process involves anticipating and mitigating potential issues while resolving conflicts constructively. This requires proactive planning, including identifying potential sources of conflict or risk and developing strategies to address them effectively. Utilizing conflict and risk management tools, such as risk assessments or mediation, enables organizations to prevent or address problems promptly, ensuring successful change implementation and desired outcomes.

I employ a proactive approach to conflict resolution, fostering an atmosphere where differing views are seen as opportunities for learning and growth, rather than risks

In the challenging dance of change with toxic leadership, organizations can stage a rebellion of positivity. Encourage a grassroots movement for cultural shift, fostering open communication channels among team members. Empower employees to become change ambassadors, leading from within to counteract toxicity. Organize "Detox Sessions" to creatively address leadership issues, promoting team-building activities that inspire collaboration and resilience. Launch a "Culture Cleanse" campaign, celebrating small wins and promoting a sense of shared accomplishment. In this creative rebellion against toxicity, organizations can turn the tide and navigate change with resilience and a newfound positive energy.

Conflicts and risks are inevitable in any change process. Actively manage these by having a clear plan for conflict resolution and risk mitigation. This involves identifying potential areas of conflict and risks early in the process and having strategies in place to address them

Es ist wichtig, potenzielle Probleme zu erkennen, zu mindern und Notfallpläne zu haben. Konflikte innerhalb oder zwischen Teams sollten konstruktiv gelöst werden. Tools wie Risikobewertung, Problemprotokolle oder Mediation helfen dabei, Hindernisse zu vermeiden oder zu überwinden. Durch proaktives Risikomanagement und konstruktive Konfliktlösungen kann der Veränderungsprozess effektiver gestaltet und mögliche Störungen minimiert werden.

In my experience coaching leaders and their teams, conflict can be viewed as a negative experience that can cause frustration or anxiety for some. Instead, assist your team in engaging in productive conflict during these instances of change in an open and objective manner so that voices can be heard as well as provide perspectives on how to move forward with the change in front of the team. Patrick Lencioni discusses productive conflict on this 5 behaviors of a dysfunctional team book that can serve as a resource on how to engage differently and view conflict as a productive tool so that the team can support each other through thoughts and ideas which will allow for a successful transition for all involved.

Strap on your mediator's hat and your risk manager's boots. You're walking the tightrope between conflicting interests and potential pitfalls, always ready with a safety net of strategies to catch any issues before they fall through the cracks. With a watchful eye and a keen sense of observation, you're tracking the progress of change like a naturalist in the wild, noting the patterns, the adaptations, and the ecosystem's response, ready to share your findings with the tribe.

Regular feedback loops and 'Change Impact Assessments' help us gauge progress. This not only tracks the change but also reinforces a culture of continuous improvement and psychological safety.

Involving the key users and stakeholders in the evaluation process of a given change is key to its success and acceptance. The most valuable feedback resides with the most affected individuals, and this is where value comes from. Leading change means being willing and receptive of positive and constructive feedback in order to steer the change to its optimal route. Surveys and interviews are particularly efficient due to the direct feedback received.

Clear & transparent communication is crucial, ensuring everyone understands the vision and goals behind the change. Leadership must actively support & model the change while addressing concerns & perspectives from all teams. Forming cross-functional teams can encourage collaboration & inclusivity. Providing adequate training and resources is essential, as is aligning everyone around a shared vision and common objectives. Implementing changes incrementally can help teams adapt gradually. Continuous monitoring & adaptation, along with recognizing & rewarding positive contributions, can further support the transition. Most importantly, fostering a culture that values change & collaboration is key to overcoming resistance & achieving alignment.

Like a captain navigating a ship, continuously monitor the progress of the change. Evaluate its impact on the teams and the organization. This helps in understanding if the change is moving in the right direction and allows for adjustments to be made if necessary.

Change is not a one and done. To manage change effectively, one has to reflect back on original intentions, both quantitative and qualitative, and evaluate if goals have been achieved. If they are falling short, determine if original goal still makes sense, and if so what adjustments need to be made, and if it no longer makes sense, update the goal itself. Be sure to monitor it periodically until you consider the change fully incorporated into existing operations.

By actively monitoring and evaluating change, we can ensure it stays on track, identify and address roadblocks early, and ultimately achieve desired outcomes. Change is a journey, not a destination, so continuous monitoring and evaluation are essential for navigating it successfully.

I feel the culture of psychological safety is important as well. The original change may not be a perfect solution and psychological safety is the foundation for people to speak up and surface the misalignment which provide the opportunity to co-create the change.

Being open to changes , knowing and acknowledging that change is the only constant in life is essential to align teams and organisations together. Another key factor for the leader driving the change is to ensure that they are able to articulate succinctly the “what’s in it for me” aspect of the change to all the stakeholders who need to be bought in to support/sponsor the change.

When you are presented with change, model the behavior you want to see from others. They're watching you and will adopt your behavior, whether you set a good or a bad example.

Change is often difficult to achieve - even if you are doing everything right (and that in itself is already a major challenge), you may still have to reach for one final ingredient - patience. Organisations change, priorities change, people change. If you're not achieving what you want, step back but stay ready and keep positive! And when the time is right - try again. It's worked for me!

As leaders we need to reframe the way we think about misalignment, conflict and/or tension. Holding space for healthy debate often leads to optimal outcomes. A rush to alignment is often rooted in who’s right, not what’s right. Sustainable alignment happens when emotions are neutralized and growth is realized.

The most effective way to manage change when departments or teams are not aligned is to start with leadership. When the leaders are aligned, teams and departments align. When leaders embrace the change and see it for growth, explaining to everyone involved for what it is, growth is embraced and the awful "change" is flipped to a positive from a negative. Start at the top, focus on growth management before change management and you'll have a solid starting place.

Besides these strategies, consider the cultural aspects of the organization. Change is not just about processes and goals; it’s also about people and culture. Understanding and respecting the existing culture can help in making the change more acceptable. Also, be patient and persistent. Change takes time, and lasting alignment might require sustained effort and continuous reinforcement.

Super interesting topic, which can summed into a simple statement (based on 15 years experience with complex projects): Real change and cross-team alignment only happens of there is a CLEAR top-down mandate, a CLEAR top-down decision and top management awareness. If not, then (every) effort will be waste of time.

The ultimate goal of any change is to have 100% adoption. We all know that’s a hard goal to attain. Providing a post go-live support plan is key to reaching these goals. Employees need reassurance that the company doesn’t drop the change off at the door and expect them to figure it out on their own. If the change is mandatory, a support strategy is even more important.

I would strongly recommend to reconsider the step-Sequence. You might set the whole transformation at risk by starting with such a technical and non-wholistic approach.