Change Management: How to Make Processes More Resilient

Change Management How to Make Processes More Resilient-01

Organizations around the world are struggling with this unprecedented situation, following all federal and state guidelines to ensure the safety of their employees, partners, clients, and other stakeholders. At the same time, they are looking for ways to deal with the issues the pandemic has posed, as well as exploring ways to become more resilient to future threats and disruptions.

Since the start of the COVID-19 pandemic, IT leaders have observed and experienced incredible flexibility, adaptability, and sheer heroism – among their team members, across their businesses, and even within themselves. As the strain on technology teams has increased, many have focused on detecting and preventing burnout on their teams, learning how to strike a balance between fostering healthy resilience within themselves and their teams and expecting too much change from their businesses.

Businesses have seen how quickly their normal can change in the last eighteen months, and they are still dealing with issues that will test their processes in the future, such as supply chain and labor shortages. This aids leaders in developing trustworthy connections through emotional intelligence.

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How can processes be made more resilient?

It’s crucial to use an emotionally intelligent approach to creating efficient and productive processes. There are also other steps that IT leaders can take to ensure that processes are not just resilient, but also help teams cope with severe change.

Measure how the team feels about the current processes

IT leaders should incorporate human feedback loops throughout the process, responding to or acting on what they learn when given actionable feedback. They will get some great suggestions for how to enhance outcomes while also enhancing trust and communication.

Conducting after-action reviews to see how attitudes and sentiments changed throughout the course of a project or process is one way to do this. On a 0 to 10 scale, for example, IT leaders should ask how people felt about a project or process. They should expect overzealous reactions but should go a step further and inquire about how the issue could be better.

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Adopt well-established best practices

Businesses have learned the value of robust, nimble, and resilient processes and IT systems that can resist sudden change and adapt to multiple concurrent modes of operation over the last year and a half.

Embrace sprints

Working in an agile manner is, by design, a more adaptable approach of dealing with the unexpected. It’s also crucial to acknowledge and celebrate modest victories and development.

Contrary to popular belief, it is more beneficial to reduce the scale of the change by recognizing small victories rather than establishing a high bar when implementing a new behavior change that challenges team members. The natural cadence for this is to plan work in sprints.

Develop systems and structures that strengthen desired results

One of a leader’s most important responsibilities is to create the emotional climate required for a certain activity. The goal should be to match the emotional tone to the needs of a particular process or desired result.

Leaders should think about how different emotions can help with different types of problem solutions when designing processes. While competent IT leaders should strive to create an environment in which people feel good on the whole, there are instances when other emotions are more useful tactically. Contentment, for example, can help people come to an agreement, while happiness can help people plan creatively.

A certain degree of anxiety, on the other hand, can encourage employees or foster critical thinking. It’s critical to match the emotional tone of the process to the process itself within reason. However, leaders who cultivate more pleasant environments are more likely to have more productive teams and retain top talent. This isn’t a justification for IT leaders to misbehave.

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Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain