In early October, Director-General Fabiola Gianotti presented the new structure of the CERN Management. Those changes at the head of the Organization will be followed by a restructuring of some organic units at various levels. Any reorganisation inevitably brings with it uncertainty and concerns, especially for those working on the ground, who sometimes feel that they’re putting up with rather than participating in the changes.

Alberto* is one of those who have concerns: “A lot of rumours were flying around before our unit was restructured. No one asked my opinion about the activities I’m in charge of. New people are being brought in unannounced. What will their role be? How will my work be affected? Will I still have the same duties? What’s the purpose of these changes?”

The resulting uncertainty can make people feel insecure, especially those who are furthest removed from the decision-making process. They may feel that they’re not always consulted or lack information, which leads to them feeling sidelined. They may not see the point of or the need for change. And so, sometimes without them even realising it, they become resistant to change.

As a manager, what can you do to prepare for a reorganisation?

You know your team members: they each have different expectations and react differently to change. What will you do to pre-empt their reactions? How will you be transparent ­– informing them of your intentions and reasons in order to stop the rumours in their tracks? Your team members are experts in their field – how will you consult them? While the new structure is ultimately your decision, how will you involve your team in implementing that decision? How will you reassure those who are likely to struggle to adapt – what will you put in place for them? Are you flexible enough to adapt your decisions if some changes don’t work out?

What seems obvious to you, as a manager, may not be obvious for everyone in the team. There are respectful ways to reduce and even overcome resistance and to help people accept the transition. By listening to everyone and involving your team members as much as possible in the process, you can make the transition smooth and keep your team on board with the new set-up you’re aiming for.

*Name has been changed

Pierre Gildemyn

If you’d like to comment on any of my articles or suggest a topic that I could write about, please don’t hesitate to e-mail me at Ombuds@cern.ch.