As human beings, we all have a certain amount of neophobia – the fear of something new. Changes can be frightening, confusing, as well as rewarding and valuable. Change can bring out the best and worst in people, depending on a multitude of variables. This article will examine how changes in an agency can be a positive experience for all, and reasons for negative reactions to change.
Factors to consider
The amount of stress that change causes is directly linked to the size and impact of the change, the amount of preparation and ‘thinking ahead’, and the level of input from individuals affected by the change. Thus, when preparing for a change, an agency should seek input from all those affected, including volunteers. Meetings can be set up for this purpose and/or a survey can be used to identify and access individual’s concerns and opinions on the change.
Major changes in an agency should not be thrown at staff and volunteers at the last minute, as these individuals need time to assess and research the changes and provide input, as well as to prepare. When proposing changes to an agency, staff, volunteers, decision-makers and any other individuals affected, should be notified as far in advance as possible. This notification should include specific information regarding the changes, the perceived advantages and challenges of these changes, and a timeline.
For instance, if an agency is considering changing its organizational structure from a typical business model (with an Executive Director, and Board of Directors) to a shared management or collective model, this positional transition must be researched at all levels. Will policies need to be change? What are the legalities surrounding the transition? Will job descriptions and duties change? How will accountability be maintained?
After the research has been compiled, this information should be passed on to staff, volunteers, and anyone else involved. Individuals should be given opportunities to provide feedback, ask questions, discuss concerns, and provide opinions on the matter. After this information has been collected, decision-makers should examine the input and examine opinions and recommendations on the matter. In some cases, this decision will be easy, such as if individuals have been given adequate information, and time to adjust to the transition.
Evaluating the process
When making major changes, it is a good idea to evaluate the process on a regular basis (i.e. every three months) until problems have been addressed and eliminated, and all individuals are satisfied with the change. This evaluation can be completed by staff, collective/board members, and volunteers, as well as by the agency membership and clients, if applicable. Questions that might be asked include:
- What have the changes meant to you?
- What challenges have arisen?
- What are your recommendations for the continued development of this transition?
What benefits have you seen?
Changes such as new staff members or staff or volunteer positions may also require adjustment, evaluation and input from those affected by the changes. Indeed all individuals need to be informed of potential changes in advance.
For example, agency X, which provides grassroots programs to marginalized people, such as the poor, transient or homeless, has decided on creating a new job position (coordinator of volunteers) and has hired a part-time person. Volunteers at this agency may hold resentment towards this new position/person. Who is this new person? Does she or he share the same values as the volunteers? Will he or she come in and totally revamp an existing program, imposing her or his opinions on individuals working in the field (i.e. the volunteers. Will she or he respect and value the volunteers?
These concerns can be minimized or eliminated by holding a meeting for people to ask questions, learn about the exact role of this new person and express any opinions on the matter. The agency should consider the input of volunteers as valuable, and allow them time to adjust to any changes.
Things to avoid when making changes
- Being vague or misleading about the extent of the changes, and any ways in which volunteers and staff will be affected.
- Ignoring input and concerns of volunteers and staff. Indeed, if individuals feel that changes are being imposed upon them, without consideration of their opinions, tensions may arise.
- Telling people about the changes at the last minute. People may feel overwhelmed and unprepared should this occur.
Excerpt from “Volunteer Synchronicity”. To order this 400+ page manual please call (250) 762 2355 or e-mail the Kelowna Women’s Resource Centre at kelwomenscentre@telus.net.
