Como você pode promover a comunicação aberta e a colaboração durante um período de mudança?

My opinion would be to encourage Feedback and Dialogue.. One of my experiences at work was i hired an introvert as a Front desk officer.. She was good at the job, get all the work done, speaks to clients with respect but never relates well other colleagues. So i encouraged a dialogue with her as led in my spirit to get her more relaxed at the workplace. Be known to me was that her previous work experience has made her become more introverted and this affected her team bonding with other staffs, but after a while she began to open up as i built trust and confidence with the dialogue communicated to her. Now she is one of the key staffs in the Human Resource department facilitating recruitments and interviews. Feedback and Dialogue is a key.

In my experience all team should be involved in change, a several questions have to be set to achieve healthy change like Why we need to change? How we will change ? Milestones and phases of change? Who will be responsible? What is the outcome for change? What in it for me? The communication here is settled and clear The difficulty depend on how much change do we need

In my experience, change goes wrong when there is no planning. Ensuring that there is clear communication and transparency are two key elements of a change management plan. Not having consistency will also damage the acceptance of the change. Also be aware that people don’t like change and if you aren’t prepared to settle fears, you will surely cause a lot of chaos. I have seen changes go well when all are on board, communication is clean and clear, and opportunity from feedback isn’t offered once but is ongoing and taken under serious consideration.

I recently spearheaded a significant change process after my predecessor left suddenly. Initially, I was experiencing a lot of push back. I found that by engaging the team members in sharing what functionality they feared losing and directly addressing their individual concerns, buy in happened and the new processes were embraced and (I might add) successful. Listening and understanding is key.

The simplest way is to engage the team in a facilitated workshop to define objectives of the change and gain feedback. This sets an example and builds trust. It also gains commitment from the team members.

Creating safe environment is absolutely critical and as a leader to create that safe space you must personally offer up past experiences where you have been wrong and then the team helped you correct. You must lead by experience for people to genuinely feel safe to speak up.

Agree Darren. Sharing the good and the bad helps us all learn the importance of safety and s being a leader led is key on this journey. Young ones in particular follow their leaders behaviours.

Involvement goes beyond the decision-making and your team. You should identify all stakeholders and touch base with them from start to finish.

One thing I have found helpful when the need to get the masses involved in a cultural change or shift is give all employees an avenue to provide feed back anonymously. There also should be a way to receive feed back on any question with an open ended response. The team that is charged with this change now can utilize all this feedback to manage the change required and communicate back what was found, asked and utilized in the change from the feedback.

Be visible and available to your team during times of change. Everyone feels vulnerable when things feel uncertain, so be sure to show empathy. Schedule regular check-in meetings, share any updates you have, and ask how people are doing. Individual 1:1 meetings are especially valuable and may feel like a safer format for employees to express emotions.