But why? And above all, how can we change that?

On the one hand, the angry employees: "They should not have made that decision..."
This is the theme of many conversations in the company following a change presented by management.

On the other hand, the management, disappointed by the atmosphere and frustrated by the reproaches made by the employees, following a decision that has just been taken, in all good faith, for the good of all in the company.

Why? Why?
Because neither side understands each other: "why this decision was made when it won't solve anything?" vs. "Why this decision isn't understood when it's for their own good?"

What if the decision was made in cooperation?

Working together for a common goal is the objective of cooperation.
We all know that employees want their company to be sustainable in order to keep their jobs and even develop it for their own development.
And we all know that managers want their company to be sustainable in order to preserve jobs and even develop it for the development of all.

So what's the problem?
It seems that there is a common goal - the sustainable development of the company - so they should all be able to work together in the same direction.
But have they clarified this common objective among themselves and shared it? That is the root of the problem.

The solution?
Eric and his teams found it, they took the time to sit around a table to share the meaning of the change to be implemented. He knew how to trust them to make good proposals, he had obviously given them all the necessary information in advance. And, worthy of this mutual trust, they have come together to deploy solutions by anticipating risks and consequences, cooperating and innovating just what is needed.
They took pleasure in acting better together in the company to finally deliver and invoice customers on time!

Under these conditions, employees have discovered the difficult balance of the right decision. Having participated in these decisions, they were able to explain them to their colleagues and together they deployed all their energy to implement them in the company according to the shared meaning and framework.
Eric and his employees are happy to be actors of their company and satisfied with the collective performance induced.

What if, as with Eric and his teams, cooperation and empowerment become the key words of your daily management?
Become happy actors of collective performance!

Severine MOÏCHINE, Booster of potentials
Coaching & Training in Agile Change Management