Objective Change Management


It is common knowledge that what gets measured gets done. So, why would anyone hire Change Manager? What are the objectives of the amendment Manager? What were the goals of its predecessor? The Change Manager should maintain or exceed the status quo. This article describes the process rule change manager.

This is a temporary situation. It is an important factor that needs careful consideration. It would be unfair to expect him to achieve spectacular feats in less time. The first 90 days are critical. It sets the tone. It helps employees understand what is expected in the future. In the book, you’re in charge, now? The author says that “newly appointed executives are not quite sure what is expected of them. They tend to keep using his technique, instead of” people “(get the task accomplished by the motivation of employees) skills.” Managers must understand the importance of working effectively with all levels (workers and supervisors). A primary role is to function as an intermediary. Giving employees the power and the tools to deal with the problem on their own. Do not be so quick to jump in and solve the dispute for them.

obligations change manager should be notified clearly. Do not assume they know what you want. Is it possible manager generate results quickly? What is their management style? They would take effect from the first day, or they need more time?

Where did you work before? This may sound like a common-sense question, but it can be an important factor. Was environment similar to (the number of employees, industry, level of responsibility)? What do their peers say about them? The book What got you here will not get you there, author Marshall Goldsmith and Mark Reiter graphical display of the previous skills generate wonderful results can now be Achilles’ heel. In other words, “people” skills that will result in more customers and achieve record-setting goals with the help of employees may be overused, resulting in blatant favoritism. Become a die-hard detective. Behave like a complete human resources investigator. Talk to each Community (officers and men) of their team and ask probing questions.

Change management will have a certain impact on the environment of the company. Plan and prepare for the transition. Make sure you let your staff, suppliers, customers, and stakeholders of the pending case. Thus, it will be measured by the positive results.


Barriers to change management


Change is part of our lives today. And sometimes it affects our organizations. Unfortunately, we can not always respond well to it either as individuals or in a group.

But our survival as an institution often depends on our ability to respond. We know this and yet we still resist change.

learning to live with change means learning to overcome obstacles on the appropriate response. In many ways, the time change is wrong. What we as organizational change specialists do is to control the reaction. We control the reaction of the people to influence. We control the response organization. We do this by overcoming the obstacles that force inappropriate responses.

But what are the obstacles to change management?

There are many obstacles to change management. Many are unique to individual institutions. Many are unique individuals involved. This uniqueness is what forms the environment for change. The ability to recognize common and work within this environment is important to success. In this article I’m going to share sex barriers often found in many organizations.

1. Lack of education management in response to changing . Even the concept of change shows that we do not properly teach managers how to manage their business through the changes. People’s reaction to change our efforts follow a fairly permanent collection of answers. And managers, we need to be able to predict their responses in order to identify the appropriate structure changes.

2. People are slow to accept change . People do not really resist change that rule. However, they often recognize the magnitude or significance of the changes. This is actually a survival mechanism. And while it’s good in many ways, this delay may cause issues when surviving change requires fast response times.

3. Lack of time and energy to do it right . Often managers, we are facing a shortage of time and energy to convince our people to adapt to changes. In fact, sometimes we are faced with a lack of time to even convince them that change is needed. Although people do not really resist change as they do against the imposition of changes. And unfortunately, the lack of time and energy often appears in the imposition of response. It is a reaction to the imposition of changes that are often perceived as resistance to change.

4. complex changes . It is possible to argue that our grandparents saw more changes than we did or ever will. But what you can argue is that the changes we face are getting faster and more complex pattern than has ever been available before. The complexity of these changes allows the primary response difficult to detect. Besides, it can also make identifying the best way to control the reaction difficult.

5. conflicting changes . Part of the problem associated with complex changes that addressed many of the changes are actually misleading. For example, the advent of job boards meant that job seekers may submit applications with less effort and more control. However, it also meant that human resources quickly became too much, reduce the chances of a job-seeker to be selected.

6. political environment . No discussion about obstacles to change management could be completed with a minimum of political environment. While it is good to believe that people accept changes and resist change for rational truth is often different. Emotions form a large part of our decision making. And it involves feelings related to protecting our turf, ourselves and our position. As many necessary changes have found themselves failing as unnecessary changes have found themselves forced into place due to improper political pressure.


Change in the 21st century


Change Management for the 21st century must adapt to meet the demanding needs of the economy and the workers who are very insecure. Most companies and organizations have struggled with the challenges of cuts, layoffs, and down-sizing, which has led to general insecurity and fear among the people still employed any hint of change within the company. The challenge for leaders is to create a positive environment for change management using different methods and strategies than have been used before.

In the current circumstances uncertainty employee performance maintain changes within the company, subject to the passion and participation of all employees within the company for successful change. In order that there are some steps that can effectively reduce the 80% failure rate studies show takes place in companies that are trying to implement change initiatives. In the past, the vision of what the change would produce the first discussion item that appears on the checklist for change management implementation. This has now taken second place.

first and most important item identifying the need for change and communication required all employees in the organization. This is a departure from past practice only employees directly affected by the initiative in discussions on implementing change. The reason for including all the employees from the beginning is very simple. All employees will be affected by changes within the company, whether directly or indirectly and the current insecurity felt by most employees in the company it is important that they be as passionate about the need for changes, and helps to maintain what they employees who are directly affected. In addition, it has been learned through research that change initiatives often fail because employees not directly affected by the initiative reacted negatively to the change.

Studies have also shown that sustained change initiatives have been the result of generating engagement and passion for all employees of the change. This passion and enthusiasm is not produced when people are told about the benefits that change will bring to the organization. Engagement is produced when the staff learned of the benefits that will come to them, their family, their community or their world. In other words, in the 21st century, it is important to recognize that “what’s in it for me?” is a reality that must be addressed before discussing what is in it for the company.

In a holistic approach to the implementation of sustainable initiatives change it is important to perfect the change will benefit the more than margin. Staff must consider that the change will benefit the immediate community of colleagues or a wider audience and it is important enough to make the effort and sustainability changes the value.

In a recent Gallop Poll showed that employees who are engaged and passionate are 86% more likely to have better customer service number, it is significantly less staff turnover, workers are 70% more likely to be highly productive and businesses likely to be 44% more profitable. These numbers alone make the implementation of change management by processes that create passion and involvement of employees valuable to a successful business.

The steps to implement a comprehensive change management initiative to start with clearly defining the need for change and clearly communicate the need for all workers in face-to-face meetings that allow them to share information and concerns freely and openly not threaten environment. We will be discussing other measures to create a successful and sustainable initiatives change future articles.


Time to Change With Change Management


What is Change

AskOxford said change means make or become different ?; move from one to the (second). It is clear that when a person takes one position, condition or any other characteristic, a change occurs. Changes can be (a) from black formals to khakis person or (b) summer to winter weather, or (c) Restricted / controlled markets to free markets economies.

change is essentially twofold – one current and one future. So for any change of e made one should carefully analyze the two to achieve the desired result

Any change to be brought in an organization can be measured in terms of the following four things :.

1. Scale – This means if the change affects a particular employee or group of people or an entire organization. For example change in procedure reimbursement dramatic effect but any change in the procedure for issuing of books from the library organization.

2. Scope – Whether the change involves significant changes / modifications. For example more changes need to change the reporting structure of employees to changes in the recruitment process.

3. Duration – How long would a change in value? For example

4. Importance – How important is the change vis-a-vis systems and procedures thereof

So what exactly Change Management.?

The most simple way, Change Management refers to task management changes. Wikipedia defines changes to institutions -. “Structured approach to change in individuals, teams and organizations from current state to the desired future state Organizational Change Management is characterized by a shift in the behavior and attitudes of people to accept and embrace the future state.”

objective of change is to more effectively implement new methods and systems. The changes will be managed lie within and are controlled by the organization.

Principles of Change Management

1. The Human Side – Any significant change creates “people issues.” This can be a restructuring within the company or by the merger scenario. As far as possible, people should carry the amendment should be included in planning. The change-management approach should be fully and clearly communicated to all employees. What is the feedback people should also be carefully analyzed with respect to changes that should be made to the first shift so it is acceptable to people. It should be based on a realistic assessment of the agency’s history, the will and the ability to change.

2. Find leaders- the transformation programs progress from defining strategy and setting goals to design and implementation, the effect of the different levels of the organization. Change efforts must include plans define business leaders. At each level of the organization, leaders are identified and trained to be the company’s strategy, created to perform a specific task of, and motivated to make changes happen.

3. Written Vision Statement – Individuals are inherently rational and will ask to what extent they are necessary, whether the company is heading in the right direction, and if they want to commit to making changes happen personally . Written vision statement will be required to settle any doubts and transparency within the system.

4. Create ownership – significant changes ownership requirements leaders to make change happen in all the areas they influence or control. Changes can be reinforced by incentives and rewards. This can be physical (eg, financial compensation) or psychological (eg sense of common destiny).

5. Send Message – Businesses can make the mistake of believing that others understand the issues, feel the need to change, and see the new policy as clearly as they do. The best change programs should focus on clear messages to people. Communication flow in from the bottom and from the top, and are targeted to provide employees with the right information at the right time and to solicit their input and feedback.

6. Prepare for the unexpected – No change program goes completely according to plan. People react in unexpected ways. They may resist change. Manage, change requires ongoing reassessment of the effects and want the agency and the ability to adopt the next wave of transformation.

How to implement changes? – Different teachings

Any change should be implemented with a strategy / plan. Any mistake in this part of the change can lead to loss of time, cost and resources. But there is no one method that fits every business. There are a set of practices, tools and methods that can be adapted to various situations.

1. The bullying model for individual change management was developed by Proscar with input from more than 1000 organizations from 59 countries. This model describes five required building blocks for change realized successfully on individuals. Building blocks of bullying Model are:

a. Awareness – of why they are needed

b. Desire – to support and participate in change

c. Knowledge – about how to change

d. Capacity – to implement new skills and behaviors

e. Reinforcement – to sustain change

2. Unfreeze-change-freeze medicine – An early model of change developed by Kurt Lewin described change as a three-step process:

a. Unfreezing – The first stage he called “unfreezing”. It involved overcoming inertia and dismantling the existing “mindset”. Hedges to be bypassed.

b. Change – In the second stage the change occurs. This is typically a period of confusion and transition.

c. Freeze the product – the third and last stage he called “refreezing.” The new mindset is crystallizing and human comfort level is back to previous levels.

What to keep in mind when making changes?

* Whenever organization imposes new things on people there will be problems. Participation, involvement and open, early, full communication is important.

* Change must be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager has to be a logical settlement effect.

* Note that the people affected by the changes agreed, or at least to understand the need for change, and have the opportunity to determine how the change will be managed, and to participate in planning and implementing change. Use face-to-face interaction to handle sensitive aspects of organizational change management. Email and written notices are very weak communication and develop understanding.

* Changes should be performed by a top-to-down ie management employees. This is because people on the lower level of the hierarchy would have people at the top, for example before raising any resistance. Also, many of his doubts / problems can be solved by changing leaders when they themselves undergo changes.


Change management risk assessment tool – context Risk vs willingness


Change management risk assessment is complex and multifaceted, and it has begun what is usually understood by the concept of “risk”. Risk of change management initiative is based on the premise that “organizational risk” is the inverse of “change readiness”.

In other words, the more ready the organization is changing, the lower the risk of failure in change initiatives. So if we can establish some useful techniques to define and change the calibration ready, we can take steps to reduce the likely causes of failure.

An appropriate choice change readiness assessment tool not only informs the first change management risk, but it also forms a baseline and to be able to give back to measure progress in change readiness – and reduction in change management risk -. time

For project based change initiative, this food will help to reduce. The project risk

The results of this assessment will shape the key areas of change management strategy and plan -. especially communication strategy

However, many companies – especially in North America – do not stop and appreciate the lessons leaned from previous projects change before launching the next. In recent interviews a key piece of advice that John Kotter offers for organizational leaders to take the time to get themselves informed about what works and does not work – before launching into action with the change initiative. As he says: “If you get that knowledge upfront, it can save you great grief and money later on.”

But before getting into the mechanics of tools that can be used to launch a change readiness assessment that we need to be understanding the context of change management risk assessment and evaluate the significance of the number of inter-related factors:

(1) The marginal change is increasing – and continues to do so

We used to believe that a change occurs in cycles and waves that ebb and flow. This may be accurate over long time spans hundreds of years, but in modern times the pace of change is constantly increasing and this has a significant effect on the risk of change.

Based on its latest research, Kotter says: “Many companies just can not keep up with the pace of change.”

This is particularly important because it is closely linked to another major and often overlooked factor …

(2) The emergence of the flat world and horizontal management

I was tempted to headline this point “death of command and control” – but it’s not strictly true that there will always be situations that require the business strategy and senior management edicts comply with the legal requirements relating to the management and administrations and also in crisis.

But “horizontal world” we now live in, is available for all current and liquid technology infrastructure along with the proliferation of social media channels and tools allows for the exchange almost immediately comment on gossip, opinion and facts.

days when decisions affect many were taken by a few and then placed on many people are dying – if for no other reason than people want and expect to participate and they resist changes imposed on them. This is self-evident in the failure of 70% of significant change initiatives.

One of the keys to change the management of risk lies in understanding the extent to which the change in leadership is to engage directly with the “informal organization” – sometimes referred to as “shadow organization” – from the beginning – from the planning stage through to implementation and elsewhere

(3) Recognition of the importance of the emotional side of leadership

Many leaders of thought in the world of change, and change leadership to speak vociferously about the importance of the emotional dimension of leadership and the need In order to deal with the human dimension of change.

These people are Daniel Goleman focusing on his Primal leadership; John Kotter emphasizes the need to encourage people by talking to their feelings; Jon Katzenbach highlights the value of personalizing the workplace; Andy Pearson underlines how people will respond to leaders of their efforts to connect with the emotional side; and of course William Bridges says “A change can work only if the people affected by it can get through the transition it causes successfully.”

(4) The importance of informal networks

Jon Katzenbach and Zia Khan, Authors of “Leading outside the Lines” make the important point that organizational leaders struggle to recognize the importance of informal networks within aegis of, and the need to engage with them and motivate the key approach speed efforts formal (management) aspects of the Agency

Neil Farmer -. leading UK change expert and leader of the 5 major and successful UK companies change initiatives – notes that while formal organization determines all routine aspects of what takes place, and in so doing provides the necessary “glue” stability and repeatability, shadow or informal organization largely determines degree scope and pace of change and is a major factor in change management risk assessment. He says that since the informal and formal organization conflict, informally almost always are the most powerful.

(5) The answers are (almost) always in the lead

With the exception of technical, financial and legal matters, the answers to issues related to effective change planning, change impact, change implementations and most importantly benefit executed in the lead.

In my own work I have found time and time again that the answers to the most difficult business issues, project and program failures and performance problems always – without exception is the front line staff -. those directly involved in the “do it”

Also creative solutions to an identified change management risk assessment can be found there as well

All it takes, in my experience is the time, courtesy and empathic listen to the people on the “coal face” to find out what the issues and impact and also to discover what the solutions are.

(6) Stuck in Jurassic Park

first and biggest step to making all this happen is one that can only be taken by the Director and the Management Board, and it is to relinquish (or at least relax) “command and control” enough to support change leaders to identify and work in collaboration with the informal networks.

Live set my experience, this still happens rarely. Dinosaurs still stalk the corridors of corporate power. DNA of the leaders and chief executives of most organizations (especially large ones) seems to be hard-coded to resist this -. Thus, the resistance of truly effective change management risk assessment starts at the top

Here in the UK at least, this resistance to change in management style reflects the myopia resulting from the general corporate culture focuses on short-term performance.

All too often, the only conditions that encourage directors to relax command and control are either the appointment of a new CEO and / or senior management, or the threat of a fairly significant impact ie issue is serious enough to create a personal responsibility and potentially one that could be politically exploited personal expense of the individual manager.

However, as stated rate Kotter’s change gathers momentum these people will be exposed to increasing exposure and will either fix or follow the fate of their predecessors Jurassic …

So common thread running Through all of these people dimension and paramount need for change leaders to build food change their will on the precise, direct and early engagement with informal aspects of their organization.


Change Management – Changing Risk and organizational Mind – 1


Of all aspects of the changes you need to understand and care, the response of employees and other stakeholders is paramount. Win the hearts and minds of people and the change is likely to succeed. As you no doubt already know, it is the resistance to change that buries most initiatives, often at enormous cost to the organization (and health management try to implement it). So what is it that creates so much resistance from stakeholders?

One of the biggest culprits is “unconscious” programming.

We are all programmed differently. Our unconscious mind registers every aspect of our lives and learn. It contains feelings, attitudes and values. That application all the great record information to control our behavior, thoughts and feelings on a daily basis. And it is all to provide us with the best survival mechanism and it can.

When it finds something has or is about to change in your life, it will create a thought, feelings and actions that will reduce the negative affects of you according to what it thinks is right for you. Unfortunately the answer it gives might not be the best solution for you if it does not have the knowledge and resources to make an informed decision. So in most cases will create behaviors and thoughts that will stop you doing anything. The force change scenarios behavior is often the creation of anxiety, depression and lack of participation in the process. When this happens on a broad part of the agency, a serious case of stress begin to appear.

To change implemented efficiently and successfully, you must have your people involved in the process. But to do that you have to deal with individuals, each with a different belief and value system, and the majority of them are either passive or active disconnect in the first place. So how do you do this? How do you get all these individual mind first of all involved in the process, and then convince the individual unconscious minds to decide the change is best for them?

New methods of changing the mind is very powerful. The same techniques that I use to prevent the devastating symptoms of PTSD, even after decades of suffering, can be used to change how the mind reacts to change. This applies to both individual and organizational mind mind. Organizational mind is the sum of all the individual mind, and with careful and proper negotiations it is possible to negotiate the adoption of a positive result for the organization and it is based on. In this case, the size does not matter! The methods are the same, no matter what size your organization is. All that changes is the time scale and / or shift staff requirements

What matters is :.

IF- How staff and other stakeholders are evaluated for level of participation. This should include an understanding of personal values ​​and how they relate to the organization as a whole and especially the performance.

IF- How their minds react to proposed amendment

IF- How you design change made to incorporate these factors, along with all the strategic impact of changes.

The balance of this series of articles I will explore the most important components and procedures required to achieve low risk implementation of changes, including the proposed preliminary test to identify potential problems before you start.


Change Management – Cost-effective continuous improvement program


An Organizational Development (OD) professional may have a special challenge of change when a company decides to approve the quality initiative program. These programs commonly referred to as continuous improvement (CI) or process improvement programs are popular and used by most Fortune 500 companies. They include but are not limited to ISO, CMMI, Six Sigma, Lean Manufacturing, Lean Six Sigma and quality management. To understand the role of OD professional to change it is important to first understand the CI program in general.

All CI programs are designed to improve the quality and revenue. Each program contains a set of analytical and problem solving tools and statistics to lead employees through some good brand. ISO 9000 – The International Organization for Standardization (ISO) is an international standard-setting committee composed of representatives from various national standards bodies. CMMI – Capabilities Maturity Model Integration – is a process improvement approach that provides organizations with the essential elements of effective processes. Both of these methods require certification from an outside organization. ISO is closely aligned with the electrical and CMMI was created by SEI (Software Engineering Institute) and Carnegie Mellon University with a core focus on software development.

Both ISO and CMMI have expanded their methodology to include management programs and are often used as a marketing advantage. For example, if a company is selling a product is ISO or CMMI certified, it can be considered as well as the companies that are interested in buying products or services. This is especially if that company is established in the same methodology. What is important for OD professional to bear in mind is that the decision to adopt a specific methodology can exclusively as a marketing tool and the ability for workers to adapt can be considered another.

For most workers really thought about improving the process, always involves some sort of gap analysis can be intimidating. Process improvement can mean the elimination of jobs or departments. The key to the CI program is the ability to enter into and respond to current knowledge. Employee resistance, for all the obvious reasons, can hinder the success of the program. If the purpose of CI program is not properly across all lose.

Change management considerations formal programs such as ISO and CMMI are simple with minimal flexibility. If an agency does not follow a set of required steps the agency will not be certified or recertified.

In other CI programs such as Six Sigma, Lean Manufacturing or Lean Six Sigma is a need to change the culture is less structured. This shows its own set of issues for OD Professional as a change agent skills have been acquired. Establish a clear understanding of the CI program, vocabulary, goals and expectations is necessary before communication is released to the employee population. While Six Sigma, Lean Manufacturing and Lean Six Sigma all guidelines review process is not standardized.

Six Sigma is a methodology developed by Motorola designed to eliminate defects. Early adopters include Bank of America, Caterpillar, Honeywell International (formerly known as Allied Signal), Raytheon and General Electric (introduced by Jack Welch). Most Six Sigma organizations rely heavily on the DMAIC model which is an acronym for Define Measure, analyze, improve and control. Six Sigma organizations also rely on martial arts called to explain the various levels of expertise :. White belt, yellow belt, green belt, black belt and master black belt

martial designation also applies Lean Six Sigma companies that incorporate Lean Manufacturing or Lean Thinking – a methodology focused on reducing waste – in Six Sigma program. In some ways Martial designation are useful OD professional as they help identify which organization would be able to offer subject matter expertise. However, martial nomination have not always been seen as a positive change factor. Some organizations, such as Raytheon, have chosen to use the names of all employees and call their experts.

very idea to help employees become better thinkers implies that they are not performing to the best of ability. To succeed, the quality initiative programs to repackaged as part of continuous improvement. When employees are approaching a ‘good to great’ message, it is easier to digest.

The CI movement has been around for a long time. Many site TQM or Total Quality Management as a program that made the CI program popular. TQM is a management strategy designed to raise awareness of quality. The original Quality Management strategy involved quality circles in which all employees involved with the process that was targeted for improvement had the opportunity to provide input. Unfortunately, in modern CI program this step is missing. Members of the project team involved in the implementation of changes are set to find the process owner but are not as concerned with the “everyone involved in the process” basis. This often causes communication problems that hinder the ability OD professionalism to be a successful change agent.

The good news is that OD practitioners are rarely burdened with decision functions to measure and what measurements to use when defining the success of a CI program. In statistics, benchmarking, statistics and tools within each CI program is more of several scaling down information. With most CI application scorecards are used as well. The Balanced Scorecard is a popular template used by many companies independent CI program approved. This scorecard developed by Robert S. Kaplan and David Norton in 1992 has been developed and modified for different industries and departments. The OD professional can be more effective agent for change by studying the areas that the agency has estimated that the most important and understand how CI program is intended to affect in any area.

For OD professional not familiar with CI programs Inspection quality management basics is a good place to start. Quality Management presents most of problem analysis tools and logic is the cornerstone of all CI programs. Since all CI programs promote ways to do things better, faster and cheaper opportunities to leverage change management skill is enough.


Change management methodology – The 7 Key Steps on How to Manage Change managed


Change management methodologies are all about process and people – in the end it is all about people and processes that work for people

So, to be addressed -. Of all the current change management methods, theories and ideas, knowing how to create a step change initiative that addresses this and to really deliver benefits – is only thing in town that really matters …

What are the practical strategies to implement changes that deliver results and reap the benefits

So, in order to be able to do this, it needs to

– Be holistic and take a wide perspective.

– Focus on addressing issues and issues that would get overlooked.

– [importantly] the people affected and issues arising as a direct and indirect result of the change initiative

In considering what steps change initiative -. In any organization, in any sector and any place, we need to be asking and seeking answers to these simple questions:

– How am I going to manage all this so that it happens and I succeed

– How is it going to be different when? I’ve made changes

– Why am I doing this – how is it going to benefit me

– How do I know that it is good me

– What is it is going to affect how they will respond

– What can I do to get them “on the side”

– What are the steps to take to make a change and get benefit

– What are the risks and issues that I’m dealing

It is interesting to see that the concept of an emotional journey through the legendary route responses and reactions are? been recognized as a factor in all modern models of how to manage change. So clearly, taking into account the psychological impact of changes and transitions management is the key to successfully managing step change.

And this can only be consistently achieved by addressing all the key factors that makes it possible. In my opinion, program management based model addresses all these important areas by focusing on a holistic approach that takes full account of these people’s issues.

application process to establish Drawing of a new structure, with clearly defined benefit from the changes , and thorough attention to stakeholder mapping and analysis will facilitate the creation of detailed communication strategy which addresses the major concerns of stakeholders.

Here, the main part of a program-based approach to bring a step change – as they come from the responses of natural original basic questions that any changes step initiative needs to address:

(1) Programme structure – “How am I going to manage [or result] all this so that it happens and I succeed !?”

(2) Drawing – “Why am I doing this – how is it going to be different?”

(3) Benefit installation and management – “How do I know that it is good to me?”

(4) stakeholders card – “What is it going to affect how they will respond to”

(5) of information – “What can I do to get them” on the side “”

(6) Programme plan and project – “What are the steps to take to make changes and get to enjoy this change “

(7) Risk log and risk management -” What could go wrong – what are the risks and issues that I’m dealing “


What is Change? How to deal with Change Management


What is the change? How do we deal with it and change management? Is it a fact of life to celebrate – or something that occurs every time and disturb our peace and is against

Let’s just try and get a quick handle of “change” aspect of this. When we consider life as fixed and static – we tend to think of it in terms of my life, my job, my business, and all nicely wrapped up with clear boundaries define my own internal “map of reality” ie the process of cognition we take, sort and interpret our life experiences.

In this context, things are considered separate and stasis, time goes linearly from the past to the future, and human experience from this perspective, the duality and separation.

In other words, it’s “here I am” and the world “out there”. So the question “what is the change?” answer and illustrated by events such as recessions -. Things I do not like and happening to me

Morpheus and Neo – hardwired configuration

If you ‘re starting to think that this is starting to sound like conversation between Morpheus and Neo in “The Matrix” – it matters because this is how we as human beings are hardwired to behave

This is “default. setting” – and much of what we do is that motivated this inbuilt need to keep things as they are – to preserve the boundaries of “my life.” – keep my liver and my safety and comfort of my

This is also important because it goes directly to the root of all resistance to or acceptance of change – WIFM – “what’s in it for me?”

Change as something to be avoided is also the default setting. most companies

In other words – to establish a business model that works, and build it as long as possible -. the same organization motivations survival, safety and comfort

But the trouble with this business philosophy is that the current situation, planning, behavior and culture evolved in a certain static environment have very limited activity in the fluid reality that we are now experience.

So, for business leaders and managers, what is the appropriate response to change?

Historically, in times of recession has been “slash and burn” on costs and to focus on and streamline business processes to squeeze out ever greater efficiency.

Last time round the focus was all about achieving the efficiency by creating and establishing a process that would deliver the efficiency regardless of the human cost.

Do you remember the period after the last recession when the Business Process Re-engineering was very popular? And emphasis was always on the process and not the people – and get “buy-in” was once described as a change agent friend of mine as “like trying to get a bunch of turkeys voting in favor of Christmas!”

But when you think about it, the process is just people “doing things”. So it really all comes down to people and process – and that means the process work for people

to the question of “what’s changed” evolved into “what is change and how we can. Success with what? “.

And to successfully deal with change management that we need leadership insight and management processes to avoid catastrophic failure rate of any business change initiatives.


Change management experience and the biggest causes of failure


So there is a change management? The traditional project approach to change management – sees it as a set of tasks if executed successfully get a result. In other words, the typical process led approach that has failed so consistently and so spectacularly in the last 20 years

There are three main reasons for the remarkably high 70% failure rate of any business change initiatives

1. The gap between vision and successful program implementation and the lack of practical change management models and tools to bridge that gap.

2. The “hidden and built in resistance to change” in the institutional culture and the lack of process and change management strategies to address this.

3. Failure to take full account of the effect of changes in those who are most affected by them ie lack of good methods to manage change.

Proscar is a recognized leader in business process design and change management research, and is the largest in the world of change and re-engineering tool kits and Benchmarking information. [This is not commercial – I’m just coming credentials]

They are the publishers of “Best Practices Proscar is Business Process Re-engineering and process design” which is based on a study of 327 organizations world -Wide.

The aim of this study is to provide real-life lessons from the experience of the project team recently or currently engaged in business process re-engineering projects.

Highlights of the latest report showing the 4 key lessons learned

(1) “effective change management” – the main thing is that the project team would do differently the next project

(2) senior management teams and their projects means they were more likely to complete their mission or above expectations.

(3) the planning stage, was generally considered the most important phase of the project – because this was where the scope and role were defined

(4) The main obstacle to the successful implementation of the resistance to change .. This was mentioned 6 times more to some other factor

Clearly, the single biggest reason for the incredibly high 70% failure rate has been over-emphasis on project process rather than people aspects -. Failure to take full account of the impact of changes in those who are most affected by it.

closely related to the reason is the lack of a process to refer the human aspects of change.

properly applied, this is exactly what holistic and wide view perspective of program-based approach and change management will deliver.