Change is a constant in life. Everything that lives evolves, and organisations are no exception. Isn’t refusing the inevitable tantamount to slowly dying out? Naturally, we may see change as a threat, when in fact it is simply an invitation to adapt, grow and explore new avenues.
Indeed, it shakes up our bearings and awakens enthusiasm and resistance. Should we really approach it with fear, or rather see it as an opportunity?
This quote reminds us that change begins within each of us but takes on its full value when it is shared and questioned collectively. Asking the right questions together, comparing points of view, and getting to the root of what needs to change paves the way for fairer and more sustainable solutions. This approach is part of our education and the culture of our organisations.
Change is not a monster to be feared: when approached methodically, it becomes an opportunity to create something new, learn and grow together.
1. preparing the ground
Change does not begin on the day it is announced. It takes root much earlier, in the ability to spot the signs, identify potential points of tension and understand what the transition means in practical terms for the business.
When introducing a new management tool, for example, a pilot group will help to identify any difficulties in use at an early stage and adapt the training accordingly.
questions to ask oneself
Where are we likely to encounter resistance?
What resources do we actually have at our disposal?
What skills will need to be strengthened so that everyone feels ready?
2. benchmarks and human relays
The people who constitute an organisation do not simply follow instructions. They create the conditions that make transformation possible and sustainable. This can take the form of visible benchmarks, such as a shared calendar of important milestones, constant dialogue between management and the field, or support from trusted advisors. Trained, experienced and equipped, they provide attentive listening, an outside perspective and the ability to ask questions in a supportive manner.
questions to ask oneself
Who will be my trusted intermediaries?
How can I balance official messages with feedback from the field?
What does my team need, in practical terms, to move forward without feeling lost?
3. create a healthy psychological environment
Psychological safety, as described by Amy Edmondson , is the belief that everyone can ask questions, propose ideas or acknowledge mistakes without fear of negative consequences. It is part of a healthy environment, where trust and mutual respect encourage people to speak up and reduce tensions. This type of climate brings serenity, strengthens cooperation and stimulates creativity.
When launching a new product or service, establishing a simple ritual can be beneficial: each meeting begins with a sharing of initiatives and lessons learned. Far from fuelling fear, this time is used to learn collectively and to value experimentation.
questions to ask oneself
Do my colleagues feel free to say "I don't know"?
How do we react when a mistake is made?
What practices encourage sincere and respectful communication?
4. the group as a catalyst
The strength of a group is evident when it is based on shared reference points. Whether these are regular rituals, opportunities for synchronisation or informal moments, these reference points provide visibility and reinforce the sense of belonging.
In an internal transformation programme, a simple periodic visual checkpoint can serve as a common thread. Everyone can then follow progress and see where they fit into the shared story.
questions to ask oneself
What benchmarks do we need to stay on track?
How can we show that everyone is involved?
What simple actions or rituals can maintain motivation on a daily basis?
5. communities of practice: natural support
Psychologist Kurt Lewin showed that decisions made collectively are better accepted than those imposed. An organisation that involves its employees from the outset moves from change that is endured to change that is chosen. That is why our communities of practice are truly vibrant places for exchange. We share experiences, find mutual support, disseminate useful practices and work together to devise solutions tailored to the field. They enable employees to learn from each other, feel less isolated and transform diversity into wealth.
questions to ask oneself
Do we feel involved in building the transformation, or only in executing it?
What have we learned recently that is worth sharing?
What difficulties encountered by some could be avoided by others?
Where do we see an opportunity to create a new way of doing things together?
6. adoption as a measure of success
The success of a transformation is measured by its everyday use. Adoption cannot be improvised. It relies on three essential levers: giving meaning to the “why”, developing skills and embedding new habits over time.
questions to ask oneself
Is what we have put in place actually being used?
Do employees clearly understand the reason for this change?
Which new practices are taking hold, and which are still struggling to emerge?
the pillars of our communities of practice
share real-life experiences
find mutual support in facing challenges
share proven practices
co-create solutions tailored to client missions
Successful transformation is therefore above all a collective adventure, where anticipation, support, psychological safety and cohesion play a decisive role.
At Itecor, our Change Managers support organisations in this dynamic, creating the conditions for change to become a real lever for performance. We believe that when these elements come together, change ceases to be an isolated challenge and becomes a shared opportunity, driven by rich interactions and diverse points of view.
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