FEATURE
If we break it down , there are three key considerations that leaders and senior managers should be aware of . First , identify the signs of change fatigue and deliver quality training to help managers address them ; second , put plans in place so that employees can overcome negative consequences of transformational changes and third , design preventative measures that will help organisations mitigate any further impact brought on by change .
Education opportunities
Employees react to change in a variety of ways , including how they exhibit fatigue from change saturation . It ’ s therefore crucial to create the opportunities to educate the workforce and their leaders on symptoms , determinants and the impact of change fatigue . While some symptoms or signals like stress and burnout can be more evident , other indicators may remain hidden . For example , employees can slowly disengage with their organisation and show less commitment to walk an extra mile in their work role . This is echoed in Gartner ’ s report which reveals that once change fatigue sets in , 17 % of employees contribute less to their organisations .
But there is support available . For example , I deliver a module on employee engagement and change as part of the Help to Grow : Management Course at the University of Brighton . Here , business leaders from a wide range of different sectors learn how to embrace change and discover new ways of creating momentum for change to their advantage . Through peer-to-peer learning , expert guidance and mentoring , leaders are gaining knowledge and skills needed to create change readiness within their organisations and gaining confidence to implement better change strategies that will lead to growth . www . intelligentcxo . com
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