Almost everyone is all familiar with the axiom “the only constant is change”, but it is likely that the majority do not know that the Greek philosopher, Heraclitus is credited with the origin of the concept. He wrote: “No man ever steps in the same river twice, for its not the same river, and he’s not the same man… there is nothing permanent except change”, it is apropos that his words have been modified over the millennia.

Change management involves gradually influencing cultural change, especially within organizations, by implementing medium and long-term initiatives aiming for a very broad scope and highly positive results. This is supported by champions and managers, with the goal of transforming processes to achieve efficient and effective results in a complex and ever-changing world. The results are rooted in people, and from the facility manager’ s standpoint; how the work environment facilitates, influences, and supports their activities, to create a beneficial balance of comfort, productivity and profitability. This process of transformation and continuous evolution requires strong leadership, the involvement of a clearly defined group of influencers, and in this globalized world, multiculturalism.

John Kotter, considered the mastermind of change and leadership, identified the eight most common mistakes that lead to organizations failing in their transformation efforts. They are:

  1. Allowing too much complacency.

  2. Failing to create a sufficiently powerful guiding coalition.

  3. Underestimating the power of the vision

  4. Failing to adequately communicate the power of vision by a factor of 10.

  5. Allowing obstacles to block the new vision

  6. Failing to create short-term achievements

  7. Declaring victory too soon

  8. Neglecting to firmly anchor changes in the organizational culture.

These eight mistakes have consequences for the organization. From this perspective, the most important change events that have a positive or detrimental effect on a company originate and propagate from the top levels of management within the organizations’ infrastructure. What are the consequences of these mistakes? Kotter lists them as follows:

  1. New strategies are not well implemented

  2. Acquisitions do not achieve the expected or hoped-for synergies.

  3. Reengineering takes too long and costs too much.

  4. Reductions or contractions do not bring costs under control.

  5. Quality programs do not deliver the expected results.

FMs should keep in mind that change initiatives can have a significant impact on processes, the organization’s image, activities and results. However, their most significant effect is on people, who are the most important asset of the company. It is crucial to work with them to achieve positive results. It is important to be mindful that as humans, individuals go through various states in progressive order as they adapt and react to change:

  1. Shock

  2. Denial

  3. Anger (towards others)

  4. Guilt (towards self)

  5. Depression/confusion

  6. Acceptance

  7. Problem solving

These reactions are natural and are an intrinsic part of what makes people humans. Many organizations today have degraded the sense of humanity. The inner nature of humanity is governed by emotions and values, is imprecise and irrational. As change enters human beings experience, it collides with complacency. In many cases, organizational changes disrupt the status quo, where humanity finds comfort. Disruption of that state of comfort is often necessary for the success of the organization, even if it is upsetting to the individual. Within a workspace, people feel bound to the current way of performing or operating due to the existing culture. Working conditions, established routines and standards, the physical configuration of their workspace, company policies, and more all influence collaborators as individuals, as they feel pressure to conform.

Habits are formed in people activities at the personal level, and collectively, the culture results at the organizational level. Achieving a balance in the above concepts may uncover multiple areas of opportunity to improve both the quality of life within the company and the profitability of the company.

Combining facility management with change management brings a new perspective to the table in addressing these issues, and it is important to carefully consider the macro factors that influence a change process from the company's point of view.

Persons, leaders, and collaborators individuals experience changes in all aspects of their lives, as people, as professionals, as parents, as children, in work routines, in academic and personal activities, in material needs, in business solutions, and other areas. And many times, changes may result from the competition that exists between organizations to innovate and improve satisfaction of the demands, requirements and needs of their clients.

From a business perspective, measuring and managing metrics cannot be achieved without organizational change. These changes have a significant impact on people in their personal and professional lives. Decades ago, focusing on metrics was not as prevalent as it is today. In their insatiable drive for more, faster, better and cheaper, organizations and managing directors became hyperfocused on KPIs to indicate what sets a company apart or to mark failure if they are not achieved.

The metrics are integral to what is known as globalization, and globalization drives further change within organizations via economic and social forces, such as technological changes, integrative international changes and market dynamics. As FMs must emphasize within their circle of influence that changes are not limited to the social, economic or technological aspects of organizations. They encompass both micro and macro levels, impacting individuals and the community at large, with the organizations and institutions playing a vital role. By emphasizing this, FMs can directly or indirectly identify the agents of change.

But what about the response to change? There is always resistance, and it is not always immediate. The human response to change, according to the philosophy of change management, can be plotted along two main axes, the first includes morale, energy and performance, and the other being time.

Why do people and organizations resist change? This is one of the primary challenges when it comes to implementing change within organizations. At the individual level, everybody has different interests and skills, so dealing with each particularity becomes a world of infinite scenarios.

As business executive Seth Godin describes it, people belong to tribes: group of individuals who collectively share similar goals, attitudes, practices, and ideals. Humankind tends to think that “people like us, do things like this.” Listing these micro and macro level factors can help understand where the winds of resistance originate.

Tribal factors in people:

Maslow's Pyramid

  • Rewards and punishments

  • Satisfaction and growth

  • Personal growth

  • Different types of personalities

  • Learning styles

  • Identity with the company

  • Perception of the corporate culture from within the organization

Organizational factors:

  • Culture

  • Market factors and opportunities

  • Organizational structure

  • Business goals

  • Business vision

Considering these factors, it is priority to connect them to the elements identified by Kotter that could hinder successful change management:

  • Sense of urgency

  • Strong transformation team

  • Sensitive (flexible) vision

  • Assimilable communication

  • Obstacles in organizational structure

  • Real transformation will take time

  • Celebrating success early

  • Behaviors, attitudes, and business succession plans

If professionals in charge of change, including FMs carefully analyze the last three sections (common factors in people - tribe, organizational factors and elements that influence a global organizational improvement initiative leading to unsatisfactory conclusions), they will notice a direct and intrinsic relationship among all of them.

Successful changes in organizations have their essence initially at a micro level in the organization but include a macro vision based on the organizational culture, and with repercussions throughout the various levels. Godin describes this simply: “We cannot change the culture, but we all have the opportunity to change a culture, our little corner of the world."

As highly accountable professionals, it is important to recognize the strategic and tactical roles FMs play within the organizational structure. The daily interactions with internal and external stakeholders have the potential to partially shape the organizational culture.

 

The FM organization should act as agent of change.

  1. People on the FM/operations side have the power to facilitate the work to the rest of the areas (including the own FM team). Part of FM functions is to serve others to reach their goals, so well-managed, operations is an element of global success.

  2. The ability to make people comfortable with their job routines thanks to operations team assistance is a must unique on FM side.

  3. The possibility to transform or maybe contribute to transforming the culture among the different departments and towards the parent organization goals is an intangible but daily asset FM are involved in.

  4. Finally, the satisfaction of transforming a workplace, its culture, routines, mindset, happiness, performance, financial results and people engagement all over the organization regarding the internal environment and quality of life thanks to FM intervention is a beautiful reward.

FMs have an excellent opportunity to drive change at both macro and micro levels for the benefit of organizations and for the community, locally, regionally or even globally.

Godin puts it well: “Change is not a threat, it’s an opportunity. Survival is not the goal, transformative success is."

Editor’s note: This article originally appeared in FM Professional, the magazine of IFMA's Corporate Facilities Council.