Case study
How do we achieve acceptance for a change process?
The initial situation
The planned organisational change in a department was met with resistance from both the team and the staff council. The department head did not understand the reaction: from his point of view, the change was intended to relieve the team. In addition, there were unresolved interface problems with a neighbouring department.
The company
- Public corporation
- 700 employees
- Technical environment
My assignment
The aim was to carry out a thorough analysis of the situation. In addition, a change process was to be designed and supported which, with the participation of the employees, would develop a solution for the organisational structure and cooperation at the interface that would be accepted and could be implemented.
My approach
Individual interviews to identify reasons for resistance (e.g. lack of transparency, communication, or role clarity)
Team workshops to sharpen roles, clarify responsibilities and set priorities
Development of a new proposal for organisational adjustment
Facilitation of service level agreements between departments
1:1 coaching for the department head to strengthen leadership and change communication
Ongoing dialogue with employees and the staff council
The result
The organisational adjustment was successfully developed and implemented. Two new positions were created and advertised. In addition, several employees were upgraded following a review under collective agreement rules. Neighbouring departments are now actively working on improving collaboration. Coaching for the department head was continued on request to support the implementation process further.