Generation Y, and even more so the generation Z that comes along, makes us rethink our management methods and the collaborative / business link. In the same way, the accompaniment of change can be challenged, apart from academic methods, to put in place open processes to meet their aspirations and to channel their energy for positive ends!
Change, if I want!
The change , says the dictionary, is the fact of undergoing a change, to be transformed. In business, it can question structures, processes, interpersonal relationships, trades, even the internal culture of the company and working conditions. These modifications, more or less profound, on the scale of a team, a department or the whole company, lead to a break in rhythm and habit, upset the established order and the benchmarks.
The new generations of employees and managers, whether they are Y or Z to come, do not hesitate to leave their company when the situation no longer suits them. Even if they are thirsty for change , the transformations in the company generate worry, fear and dissatisfaction, or even frustration, which can lead to rupture. Resistance is multiple (mourning, uncertainty, incompetence, personal opposition or principle …) and legitimate. For this reason it is necessary to be finely accompanied in time, without precipitation, in order to ensure a transition soothed towards the future and, if not to make it desirable, to make it at least acceptable.
The change can be desired by the management of the company, imposed by a higher authority or dictated by the environment. Whatever the instigator, it is traditionally the managers to deploy it on the ground to achieve the desired situation. Does not the success of the expected transformation ultimately depend on its effective implementation on the ground by all employees? In this case, the challenge for managers and leaders would be to deploy complementary, diversified or even antinomic processes, which would allow all employees to be involved and
Me first !
Putting the individual at the center and taking into account his needs is obviously a priority for the employees present today and for those coming to the organizations. This implies individualized and personalized support (proximity care, appropriation workshops, barometer …) which allows us to be attentive to the specificities of each one, which can sometimes come in opposition to the collective accompaniment mostly adopted in business.
Speech circles, for example, make it possible to liberate expression on change by opening a space for sharing where opinions can be heard, information returned, questions asked, worries and fears expressed. Whatever the chosen process, individual expression should be promoted: it reduces uncertainty. This is all the more useful for a generation of collaborator who is an excellent strap of information feedback, having less inhibition perhaps than their elders to say things.
Blabla, that was before!
Today, new generations need transparency and truth. Could not one say that, no matter what the generation is ? Of course, everyone needs to understand the WHY , the vision that brings the transformation project ahead before they can take action, as Simon Sinek has amply demonstrated:”Successful organizations do not recruit competent people to motivate them. They recruit people who are already motivated and inspire them (…) If you do not give people who are already motivated something to believe in, an opportunity to work on something bigger than their job, motivate yourself to find another job and you will be stuck with those who remain. “
What is evolving today is the need for regular information giving a concrete short-term vision of the implications for everyday life, a step-by-step projection in the immediate future. We can also take advantage of the people ‘s appetite for new technologies (intranet, blog, forum, project platform …), as well as the internal social networks that allow us to disseminate information and more to take the pulse of the ” day commitment.
Beware, however, of not neglecting the relationship that imposes itself as the requirement of an authentic relationship of proximity without wooden tongue! It is not about communication, but rather about the creation of participatory relational processes, because one of the cornerstones of Generation Z is to participate in the construction of the company and thus to make the change.
The era of co-responsibility … positive
The collaborator of our time aspires to be an active contributor of the company if he finds his interest in a giving / giving perspective. We enter into the era of co-responsibility ( Didier Pitelet: The Price of Confidence – a human revolution at the heart of the company) in which the company will have to demonstrate to Z employee his commitment and his ability to rely on him. This implies giving them an active role in implementing change . It is no longer the company alone that decides, but the company with its employees within a defined perimeter, of course, but broad enough to provide the necessary freedom for criticism, self-organization and contributions. This non-directive approach makes it possible tochange and encourage “capillary” membership
In this context, the Appraisal Approach or Appréciative Inquiry (AI) , a new model of change management,responds precisely to the professional values, convictions and challenges faced by managers and leaders today. This approach, which is a true “positive revolution in the field of organizational development and change management ” ( Professor Robert Quinn, University of Michigan) provides the framework and freedom to involve and inspire collaborators the future of the company
The appreciative approach (AI), reverses the traditional practice based on a living vision of the organizations (connections, relational potential, combination of energies, knowledge network …) and a positive approachbased on the strengths and strengths of the system. The positive assumption that organizations, as a group of related human beings, are alive and endowed with an infinite constructive capacity, makes it possible to position the organization as a mystery rather than a problem to be grasped. Collective forces are transforming, so that the weaknesses of the system are no longer consistent. The combination of the energies of each one then makes it possible to develop a network of knowledge and actions favorable to the deployment and the concrete implementation of the transformation .
Thus, the appreciative approach allows the group to take charge of the transformation process and each one to have a role and to be a contributor, which naturally encourages participation and commitment. The principle of co-construction then engages naturally and everyone is responsible for “the to-come”.
It is a good bet that the new generations will invent their own way of driving change. With a backdrop, an authentic relationship, the same importance given to the individual and the collective, the freedom of the group to build the power to come. The future will say it!