How you plan for change plays a big part in the effectiveness of your strategy and the outcome across the entire organisation. However, it’s not always easy to plan for change. Sometimes, change is spontaneous.

This is a very dominant issue right now, as many organisations grapple with the fallout of COVID-19. Disruption, you might say, has never been more prevalent. So, what is the course of action in these surprise situations?

The answer, it seems, isn’t in an action plan or strategy, but could be in the foundational culture your organisation is built on. In our last Disruption Circle event, prominent HR directors discussed the important role business culture plays in change management.

It seems that things we do in non-disrupted periods can really affect the way all change (even when spontaneous) is effectively managed. Simply encouraging employees to ‘speak up’ can help you better weather the storm of uncomfortable change.

The domino effect of non-inclusivity

As disruption is becoming more common in businesses globally, HR teams are having to learn to manage unprecedented situations. Right now, for example, we’re seeing more remote workforces, more dismissal of causal employees, and more forced redundancies due to pandemic-related economic stress.

Without time to put in a clear plan for how to deal with this, many businesses are struggling to effectively manage these disruptions from an organisational standpoint – let alone a human one.

Something prominent HR directors have shared is that, in their experience, what separates some businesses from others at times like this isn’t their action plan, but their organisational culture. The way that businesses build a work environment without the presence of disruption hugely impacts how well they manage when things suddenly start going south.

How is that possible? Let’s take a look