It would be easy to walk away from these examples thinking that high levels of employee involvement can be detrimental to managing change. Maybe it’s easier for one senior executive, such as the CEO, to just tell everyone what to do rather than have too many cooks in the kitchen. The real issue, however, is not whether to get large numbers of people involved or not — but rather how to get them involved, and what role senior leaders continue to play.
To some extent this also is an issue of expectations. Getting lots of opinions and views early on is incredibly valuable. It enriches the discussion and opens up new possibilities. But there’s a difference between offering a view and being a decision-maker; and that’s where mid-sized companies with a culture of engagement can struggle. Asking many people to weigh in, provide data, and engage in discussion is not the same as having everyone be part of the decision.
Second, be sure that a leader or sponsor will continue to be deeply engaged throughout the change process.
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