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.


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