Change Management 101 – Blame Europass


It is common to blame workers, middle managers, or anyone else who has little power when not change. I call it the Change Management 101 – it is shared. Lesson hugely popular book, who moved my cheese, was that those pesky mice need to get with the program and change – or die. The book says nothing about the impact of the behavior of a leader is how the change had been planned and implemented, nor did it allow the change might actually be a bad idea.

way people lead change has a significant impact if others will support or resist a new idea. Blame stuckees (Coin concept) misses the mark. We should focus on what leaders do – and what they do not do. Quite often, they lead change with Fiat and minimal involvement. Their idea of ​​participation is 2 hours of mind-numbing PowerPoint presentation with 10 minutes of Q & A.

I found that people resist change for three reasons. In simplest terms, they do not get it. . . they do not like it … and / or they do not like you. All of them can stop the change dead in its tracks. Most change strategies focus on making sure people get it – they understand what is going to happen. These methods are fine but they do not go far. They miss the emotional component – this change excite or frighten people? And they do not recognize the impact of trust (or lack of confidence) can have on their ability to influence others. When trust is low, people tune out or look for reasons why this change is another example of bad leadership. When confidence is high, people tend to give leaders the benefit of the doubt and actually find ways to make changes in the performance.

I find it ironic that most leaders seem to know what to do. At seminars, I play very bad leader he presents changes. Not surprisingly, participants have no trouble identifying all the things that this character is doing wrong. But what did surprise me was that they could also specify what my staff could have done properly. In fact, these leaders so astute methods of dealing with that I do not get it, I do not like it, and I do not like you issues before they become problems. In other words, they avoid resistance by building support first.

However, something happens when people (including you and me) get the job. The pressure mounts. Deadlines loom. And we seem to give our own worst instincts. Too bad, since most of us know what to do. If we would only slow down enough to take a breath and ask ourselves, “What should I do in this situation?” We would probably identify actions that would move the amendment forward, instead of doing what has been resistance.


Change Management and Transformation


Transformation performance management requires a structured evaluation of the current living conditions to identify the people and processes involved in slowing the rate of growth for the company. After the audit plan is devised to convert ineffective methods of highly productive activities. Managers can then lead with more optimism and faith.

Companies that go through the “change” are often faced with distractions in the workplace. Employees are not able to accept and embrace the changes in their business. Such a change can be brought about by the introduction of a new business application, new management, a merger or a simple change in the scope of the company. Lack of cohesion in the workplace affects organizational productivity and creates communication gaps. Employees and managers to avoid taking risks and speed work gets slower. In such a situation, it is important to train managers to train their teams and make them more productive so that companies can have a better return on investment (ROI).

Leadership development professionals use a variety of sophisticated tools to evaluate work processes and identify problems that need to be addressed. They ensure that the company gets faster growth through seminars and other activities where interaction improved and seeks to drive performance to the next level.

The training programs focused on goal achievement, improve communication and the theory of risk and reward. Managers and teams are then able to meet the goals efficiently. With specially designed business communication gaps are removed. Better levels of trust and confidence improve our cohesion manager and their team work towards common goals in an effective way. Managers are taught various skills needed for effective problem solving and decision analysis. Management is then better able to solve problems for workers and encourage them to bring amazing results for the company. Problems underperformance are removed through relationship building between managers and their teams. What plans are suggested in cases where the rewards can improve performance levels. While loyalty programs help retain employees with rare skill sets.

Career management professionals achieve the desired objectives by focusing on the business. Meetings and team building sessions help increase the inspired team. The sales and marketing department, employees are better able to focus on the common goals of the company. Companies that do creative work benefit from outdoor activities. Employees are able to step out of the work of politics and have fun in a team-like manner. These activities are created to develop and strengthen a common vision to make the team to use the collective intelligence in trying to meet organizational objectives. The work teams are taught to get along together and work in a team outside the workplace are better able to meet the challenges of a chaotic world. By defining the vision they work with their creativity and innovation to get better market share for the company.


Leadership and Organizational Change – A Team-Based Approach


Change is never easy, it is in the nature of our people to resist change – whatever causes. But despite this fact, many organizations managed to overcome the obstacles to change and the adoption of new models for not only leadership style, but many others planning as well (Nahavandi, 2003). As you may have already noted, one of the most difficult models to change is moving from the typical hierarchical or autocratic style of management to democratic or team-oriented leadership style. However, the key to successful organizational change is a sound change management process (Dudinka & Berge, 2006). Part of the change management process, is also preparing a business for the new shift in leadership methods and requires the organization build a team-oriented culture – from the top down communication (Rosenburg, 2001). Managers at all levels must identify and use the best skills of each person, and create a sound value-based communication between team members (Dudinka & Berge, 2006).

Change may be the ultimate test leader. As leader of the organization, you should perform a solid change management strategy in order to manage not only people, but the business case creation as well (Dudinka & Berge, 2006). According to John Kotter (2007), a leading expert in change, leaders often make some major mistakes – those that Kotter has particularly reduced to eight basic steps. As leader of the organization, you should consider taking these eight steps into considering in order to develop a solid approach and framework to transform the organizational leadership of your methods.

The first step in dealing with change is to establish a sense of urgency. Most change begins when leaders look at the current situation, performance and customer satisfaction company (Kotter, 2007). Is customer satisfaction influence for slow decision-making? Are “too many cooks in the kitchen” so to speak? This is perhaps the most important step in the process and requires the participation and “aggressive cooperation” with the organization of all.

The next step is to create a powerful “guiding coalition”. But what does this mean? Not only will the department or divisional leader become a key stakeholder and supporter, but so will the top levels of the organization, the CEO and other senior executives. If the most important people in the company do not buy in, the rest will not either (Kotter, 2007). In a small business, this guide team may only be three or four people, but in a larger organization, this could be a wide range; . twenty to fifty

The remaining steps are:

1. Define long-term vision,

2. Communicate the vision hard (ie ten times more than you think in beginning);

3. Remove barriers that do not support the new vision and empowering others to support that view

4. Planning for, create, and celebrate short-term “works”

5. Strengthening improvements and prepare for further changes (ie, do not declare victory too soon), and

6. Institutionalizing new approach

But, how do you actually convince others to buy in organizational change. especially the study autocratic to democratic leadership style? The first question that should be posed each of the reference line alliance should be, “What is leadership?” Carefully listen to the definition of each person, will usually find many different versions of what each person believes leadership is. But despite these differences Nahavandi (2003) points out that leadership includes three similar elements: (1) leadership is a group phenomenon; there can be no leaders without followers, and it is already the team environment, (2) leadership is goal directed, means leaders always influence or guide the team to a certain course of action to achieve specific goals, and (3) in the presence of the leader, taking one some sort of hierarchy or autocratic leadership. But this may be the case, it can also be informal, flexible and most equal force.

By addressing these three similar elements, Nahavandi (2003) continues to show that by linking them to define a leader as any person who directs or impact point and helps them to establish and achieve goals and objectives efficiently; in a non-autocratic fashion. This shows that to be an effective leader, you do not have to use a top-down approach and the responsibility and accountability for decisions can be shared among the team.

However, the next question is, “How do you get them to change their style of leadership?” In order to sustain a revolutionary change in the organization, you first need to encourage them to aim comparison or transformation leadership team. Nahvandi (2003) considers the transformation of leadership is best achieved through the inspiration of your followers, enabling them to “enact revolutionary change”. Transformational leadership finally includes three main elements: the charisma and inspiration (ie create emotional bonds), intellectual stimulation (ie, challenging followers to solve problems instead of you), and individual consideration (ie to develop personal relationship with each follower). When these factors are combined, they allow vehicle for change in not only the organization, but individuals.

By following these types of steps organization will consequently produces better ideas than forcing shared accountability decisions. The greatest implication of these actions will change the way people think, act and share ideas; thus changing the very culture of the company and how it does business.

In the words of Kotter (2007), “help change may be the ultimate test leader.” Human nature is to resist change and aggressive and sustained change management process for the organization must be implemented as a framework for leading a significant transformation in the culture. Once this framework has been implemented for you as a business leader will efficiently and effectively convince your followers, and the rest of the organization in new thinking. Thus, allowing for better, faster and higher quality decisions then provide your customers with what they need :. Satisfaction


Dudinka, G., & Berge, Z. (2006). Balancing Top-Down, Bottom-Up, and Peer-to-Peer methods to maintain distance training. Turkish Online Journal distance , 7 (3), 144-152.

Kotter, J. (2007). Leading Change. Harvard Business Review , 85 (1), 96-103.

Nahavandi, A. (2006). The art and science of leadership Upper Saddle River, NJ: Prentice Hall ..

Rosenberg, M. (2001). E-Learning :. Strategies for Delivering Knowledge in the Digital Age New York :. McGraw-Hill



Change Management – On target with the pace of change


The purpose of writing this article is to take a look at the well-know companies and see how they and change management. I choose Target Corporation for a couple of reasons. First of all they are very visible and recognizable. Most people know each Target and visiting their stores. Second, I know the organization and business philosophy that lead to the way they deal with change.

I must point out that I have no connection to Target but has worked for the company in the past. From those experiences as well as my experience as a customer and business observer I have come to know how Target performing in comparison with other similar companies and why. Target is not a perfect company, but to be recognized for what they do well. I call it just like I see it. I have no incentive to give credit where credit is not due.

Businesses succeed or fail for a reason. No matter what the company is selling, if there is a market for what they are selling, and they stay true to the company philosophy that they have good prospects in the long term. The challenge, however, is to begin. I can not be sure of the number but I bet that every successful company are not 100 but had just as good an idea.

I would like to focus on the issue of change management and how this company deals with the fast pace of change in the retail world. The product sales environment is the most visible and obvious way for vendors to keep up. By offering the latest technology and advanced products is only the beginning of a change response. All retailers have procurement and purchasing strategies to give them the right products to sell.

Target takes sales and merchandising to the next level of design philosophy. They sell not only good design but they also actively involved in the design of the products they sell. This is not new and will be common with the large retailers. Target is just a little better at it. They take a more active role in design than most retailers. After all, this is their niche. Target’s design philosophy and creative environment permeates the company in all aspects of procurement of goods, development of financial assets. It is fast, fun and friendly company.

Property Development and how they deal with change management is what I use as an example here. Retail product and design change moves much faster than property development, building design and construction is moving. This creates a problem. Because you’re going to build a space to support a retail trend, the trend has passed. This is why retail businesses must plan for constant change. They have to build stores that allow for flexible use and modification. The difficulty here is that you need to have a plan to get it done and move on. You need to land on the policy and move ahead knowing that the direction may change.

In-house design and construction of the world changes cost money. Depending on the timing of the changes may cost you a whole lot of money. Just in the construction phase, change orders cost up to 150% of the original cost. This is not to mention the cost of redesign for architects and design professionals.

There is a bit of a catch 22. You might think that you should settle on the design and build it. This would save you a lot of money. Or would it? Indeed, it could cost you more money because you would be reconstructed in a shorter cycle because the space was outdated by the time it was constructed. I’m sure there are parallels in just about every company.

solution is a change management process to account for the dynamics of changes specific to your business. This has been oversimplified for brevity but basically succeed in managing change you must plan for change, have extensive process changes and a well-developed process integration

Planning for Change :.

effective CM system requires a plan that includes diligent identification of change potential a structured CP (Change Process) and proficient use of technology. Knowing what lies ahead for your business is the key. The ability to anticipate the next trend is a definite advantage. And if your business can be a trend setter or can drive this change makes planning a whole lot easier.

Target’s fall in the second category a certain extent. They are on the cutting edge design of the rent for the discount store design. They have figured out what level design can reach the masses. In any case, they have been pretty good at staying out front and dictating sales trends for mass production. This prepares them, to some extent, to cope with the changes in the store construction

Change Method :.

When you feel you can see what’s ahead putting together a process to deal with it will be possible, albeit not necessarily easy. Changing the process involves a lot of people and be responsive to the working elements of all roles.

As far as property development goes, Target is a system to deal with the physical changes resulting from changes in business strategy. This is pretty obvious when you look around the shops. They still look good relative.

general area with great potential for change are areas that are exposed to the greatest changes in technology, changes in the target company, the retail industry competition etc.


Efficient integration is a key factor in the success of CP. Integration is accelerated through effective communication. For real estate, BIM (Building Information Modeling) technology enables the rapid development and dissemination of change initiatives.

Integration is where you want to maximize the potential of technology to help change the practice. BIM is

Integration is really about how does the change process meet its goal

Documentation: ..

Effective data and measurement CM directives can been an important part of a successful CP and can have a major impact on the cost of the changes.

Documentation methodologies can have a major impact on how fast the system works. In business, time is money, as we all know.

CM is a fact of doing business. Change is a constant in the current business environment and companies need to develop an action plan to deal with the changes to be competitive.

Target Corporation has long been a great company with a business model. It has a creative environment, top marketing department and click the right niche in this time of abundance and design sensibility. This is a company with morals and standards that resonate with family values. I’d be willing to bet they make it through this downturn in the economy. Creativity is a prized asset in this ever-changing business world.

Have a plan. Make a plan. It will save you time and money.


Change management and performance indicators -? Evolution or Revolution


Good institutions are in a state of constant change. They adapt to changing conditions in order to survive.

Sometimes, when faced with a crisis, they adopt a deliberate, planned change in strategy. This is a revolutionary change, commissioned by the board and senior management, often with external professional guidance. These are expensive programs, which affects the lives of many and the organization needs to know if they are working as planned.

Most of the time the changes are simple response to some external stimulus, with the success or failure dictating whether the change will be repeated. Let us look at this as a trend change. It still happens, it can not be stopped, and the results often look like a random walk with unexpected consequences creating frustration for the top tea m.

role performance.

Best practice says that the management team should use key performance indicators (KPIs), as well as financial statements to monitor performance.

When I wear my hat company director, I remember the hard data that I got on the board first and foremost the Bank’s results with historical perspective and compared with the budget. Managers rely on the report of the board to provide a leading indicator data as forecasts and soft performance trends. These reports were rarely based KPI.

If we are dealing with development change and leading indicators are cast in KPI model, results change should be easy to track time, and subtle changes in over time can be found and correlated with changes in performance. Drivers of small changes in performance are identified and can be reinforced or eliminated by management actions. This gradual change process is inevitable, so it is important to capture the small steps in the right direction.

When we deal revolutionary strategic change metamorphosis. I recommend some changes in policy should be adopted without a thorough examination of how they will work and what can be expected. Best practices used a scenario development techniques and probably the best, and the worst cases are examined by computer simulation. Normal KPI modeling process quickly show the main points of leverage, and establish KPIs for the new policy.

If structural is predicted that KPI modeling process shows new relationship between functional units, and new KPIs and performance targets can be set. In this way it may be possible to reduce the effects of unintended consequences.

Examples of case my book.

argument I’ve presented looks good, but need examples to provide more clear guidance. Here is one, with a description of how specific KPIs that came from the direction was obtained

Commercialisation of large government organization – .. Grand attempt

20+ years Australian government embarked on a program of change to capture the benefits of a commercial approach to the provision of state services. All services operations scattered throughout the entire government, which exists to provide services to the government gathered in one new Department, DAS. Most services were commercially contestable, and the aim was to uncover this gradually to higher levels of private sector competition and capture the expected restructuring. There were 28 units in the new DAS. The first step was to introduce accrual accounting in the new organization. This was a major project, the government used traditional cash accounting and program budgeting, with all their weaknesses, at that time. One of the most difficult part of the process was identifying and evaluating all assets. Training all 18,000 employees in the principles and implementation of accrual accounting took quite some time. The idea of ​​making a profit was simply not part of the culture, so it took even longer.

In 2005, I had a private discussion with just retired Director of DAS, Noel Tanzer, and I was fascinated to learn about the process. Noel was highly regarded as one of the senior mandarins in the Commonwealth public service. He told me that in 2-3 years, the Board was pleased with the results from the introduction of accrual accounting. Settlement improved reliability and accuracy (apparently soft KPIs for these major policy changes).

He described it in these terms “We could hear the soldiers all go to the same drum beat, but we were nervous. It took us some time to realize that they were all marching in different directions. That was when we decided that the next stage of the work was to present a major program of training in the business. That’s when you got involved. “

Each 28 units had other business and a different range of commercial and public good services. Retail mandatory KPI models, and the process of working with staff to develop profits and pricing models was a key factor in the marketing training that happened. Each of the 28 was doing its own structural changes in response to exposure to competition imposed by the government. The goal posts changed every year.

What KPIs did we use to measure progress?

  • The most important KPIs were hard productivity and price related
  • return on funds employed
  • Revenue and gross profit per employee was high-level measures price of DL hour
  • · Direct labor utilization
  • · Sales and marketing expenses% of revenues

· Achievement of sales plan

· Cost ratios

· Asset and capital management ratios.

We used the model to set feasible but challenging goal range for KPIs and measured development. The goal was different for every company, because the company was so different, but the rules were the same

Soft KPIs were also extremely important :.

· Market% for the main segments

· quality and timeliness of project delivery

· Satisfaction was evaluated% of trade held against competition from the private sector.

I define these as soft KPIs, because they are dependent on external measures.

Did it work?

Over five years the total number of employees was reduced from 18,000 to 8,000, but the total remained stable. Staff productivity was significantly improved. The qualified staff that were lost were usually snapped up by the private sector.

There were some mistakes of course, but they were far outweighed by the results. The success of this type of grand experiment with people’s lives is not recommended KPIs but in social and political out-comes the lessons learned from this guided change process have served Australia well in recent years.

Some of you may ask,

The answer is that most of the 28 units were low, “Why is this important to me My company is not employing 18,000 people ?.”; each individual business unit simply had to learn something completely new to the public sector – how to compete with the private sector for it had always been in his job. It requires a complete change in the public service mentality, and everyone had to learn the real meaning of the word profit . 8000 of them managed well enough to keep their customers and make a profit. This was a new goal for the people who joined to serve the public without thought of profit. It failed.

If you’re a revolutionary change, KPIs you should be the new KPI model. If the change is in development, there are fewer changes in KPIs need, but you’ll get to keep KPI model line with the structure will lead the way.


Change Management – Top 10 Critical success factors for a successful Change Programme


It is a truism that the only thing permanent in life is change. Anyone who does not remain is likely the reverse gear. Wisdom suggests that it is not possible to avoid before the decision is better to turn it to advantage. It is important to know the factors that are critical for the success of change programs.

1) Effective and committed leadership. Change is a difficult exercise, hopes of success will be low commitment on the part of leaders. There is always the fear of leaving a comfort zone for the unknown, the leadership has a major role to play in maintaining the confidence and calm the nerves. No matter how difficult the task may be the way one is committed and to take measures, Providence also moves too.

2) A clear and compelling business case for change. As part of the first steps, the bridge on the idea should be based clearly links it is already known and accepted that it is designed and unknown. If stakeholders are not seeing the importance of the proposed change to promote common goals and objectives, comparing them together can be difficult.

3) Full and active stakeholder engagement.

4) Focus on the long-term benefits. Most change programs will be teething problems that might cause disruption to business, increase in costs etc which will lead to short-term losses. The long-term benefits should be the driving force and focus to ensure pprogramme is not derailed.

5) Effective and strong communication to avoid miss-information and worsening fears.

6) Monitoring and evaluation. A program that is not closely will most likely go out of the way. There should be continuous monitoring and periodic evaluation to assess the relevance of the program to succeed. This includes setting benchmarks, establish milestones, establish key performance indicators and good feedback system.

7) Organization culture and values. Since culture and values ​​are negative towards change, it is likely to be against. Most of the time change heralds an opportunity that no one turns from good to bad, so it is best if the change is always seen in a positive light: assume, receive and utilize it for progress and long-term survival. The power of change is usually beyond any organization can resist; it is like a moving train you either jump in and go with it or be left behind. The risk of being left behind is this: those that matter most (customers) are on board so you can only be behind the rust

8) sensitivity to business and diversity issues .. interests, feelings and concerns of all must be respected and taken care to make the changes sustainable.

9) supportiveness. It is important to identify and weak and ensure they are not left behind.

10) capabilities. Organization must be ready for change before change can succeed alternatively road blocks, apathy or even deliberate attempts to sabotage the program.


Change management failure – Change scares people


very few embrace change well. Therefore bodies not to implement the change means 70% of the time. Change management mistakes often lead to the destruction of the organization. Stress going up exponentially with the increase in the changes, leading to strong resistance to change, internal conflict and loss of productivity. In a rapidly changing organization number of days off because of the “sick” license increase organizations that do not perform well and right.

We live in times of rapid change in almost all areas of life. People feel less safe in their family, their jobs and their future. Trying to implement changes in such conditions can be “the straw that broke the camel’s back”. It appears that stress are increasing, creating less tolerance for personal change and increased use of drugs and alcohol. If you are a manager or business owner consequences ultimately come to rest on your shoulders.

There are dozens of theories about why organizations behave as they do. And even more why people resist change and will often self-sabotage rather than let the establishment cause amendment. The Whitehall report clearly showed that people who believe they have little or no effect on the environment carry significantly greater stress than in control (sorry Mr. Manager, I know you thought you bore most of the organization stress!). Does it simply adds more stress to the already heavy load.

Simply put smart manager will recognize the needs of his / her people and to implement policies to incorporate those needs in the change program before anything else begins. This requires a very specific evaluation and communication process that often is beyond knowledge even the best people managers. Get it wrong and you will pay the price.

So this means, avoid change of organization? Should you avoid being a failure statistic by doing nothing? Unfortunately this is also a disaster in the fast moving world. You’re damned if you do and damned if you do not. So you might as well get it right the first time.

The resistance to change stems from fixed pattern to develop on an unconscious level. Just as our unconscious mind learns how to walk and talk when we are very young, so it learns patterns the behavior and handling social situations. Something that tries to move away unconsciously driven way will meet with resistance. You often see this when you go to motivational and life changing courses. I feel great in 24-48 hours and you feel like you will change the world, but 98% of us end up back in the same patterns within days. It is our unconscious mind is not like changes and creates all resistance.

But if you handle it right, your mind will do what it is told to do. Current methods of changing the way the mind reacts to its environment have significantly improved in recent years. Even severe trauma that has had a lifetime intrusive impact and pass appropriate interventions can now be removed in time, not years. The same methods change work with organizations. In fact, the entire organization, or the part, behave in exactly the same way as individuals when it comes to implementing change.

The secret is in the process of understanding and communication. You can not just talk to the staff and expect them to graciously accept a bid to turn his life upside down. Such stress-causing methods are destructive of freedom and tend to produce illness and sometimes death.

It is amazing that many organizations have multi million dollar budgets to implement changes to the program, but then forget about the heart of the organization, people


Change Management and Transition Management


Global competition, challenges, business objectives for higher profits, requisitions or change management; All these factors call for a parliamentary change management.

British Airways had to change its approach to content management on the Internet, Cadbury had to deal with international changes with the redefinition of cultural and communication barriers that, HP had the CEO’s resignation in 2005 and Kelloggs acquired Kebbler in 2001 resulted in almost double in their business and income. These are to name some companies that had faced different faucets management and were well change their plans.

Ever wonder what was the single most important factor that all of them do not undermine what level? It was the focus towards employees. This company never managed to understand what employees needs are, and how to manage change with them with so much internal and external changes happening with the organization.

This is exactly what transition management is about- it is to manage people in a way that they are groomed and directed the final changes needed to achieve. Most managers get around the decision of the employees who would be involved in the process, change their tasks, job duties and the deadline it has to be; these are the methods of change. The intricate details of the management of people who have to work to change are taken into view by the transition management.

Most companies complain that their work force resisting change, De motivated and shows little co-operation in adapting to change. Even the best-designed policies and practices were not in use, if they are not communicated effectively to employees and they carry it out with full commitment.

Take it step by step, notifying any change in the organization; there are several milestones that employees go through. The first stage is where workers are complete denial or resistance changes expected. The second one is where it leads to panic among employees and they begin to realize the impact of the change. The third is when they take a turn and begin to realize the positive side of change would come to them. And fourth is when they start actually deliver and achieve the change related to performance.

As transition manager, it is the second and third stages where workers need to be communicated effectively, training and did understand what the new process is all about. All setup information should be attributed to management to understand how they can better process for employees.

therefore remain positive as a leader, trust employees and give them all the resources needed to change. Help employees at every level for better integration, encouraging and supporting them through constant communication. And when change objectives are achieved, make it a point that you celebrate with your employees.

This is how the transition management acts as the back bone of change.


Change Management – Anatomy change


Companies need to change frequently. Some of these changes are beyond driven by competition, economic considerations, legal changes, etc. Some are driven within the growing need for efficiency and effectiveness, changes in personnel, new products and services, new technology, mergers, etc. Some are driven by a leader who sees the current way is not going to be enough for the future. This leader is challenging the status quo to create a better way.

Change is a major challenge for every company. Change task will be to deal with a number of variables. Remember that you lead people, you control things. Some of the leadership of the parameters are coming necessary changes, enroll people in shifts, setting expectations, support before, during and after the modification, handling turf wars, forming and leading teams, being second guessed, handling emotional reactions, especially since accidentally shooting up, etc

management parameters are implementation plans, budgets, timelines, quality and quantity of staffing, process changes, technology, deadlines, commitments, recovery plans, training, reporting, disturbance from operations realized etc.

Leading change effort is a very demanding role.

What Change Management is NOT

Some changes are purely tactical, such as replacing the machine on the shop floor or change the order of the accounting process. This usually makes people to approach the work in the same way as always. These changes can be considered to be more of a training issue and require a minimum amount of change.

What is Change Management

Change management is invoked when a new way of affecting the mutual people and processes across a wide part of the organization. Material changes in the institutions entrusted always ties and new ways to approach the work. Change management is the ability to affect Sufficient organization much commitment and enthusiasm for the change. Change management is a thoughtful process based on all the factors that need to be addressed to ensure that the benefits will offer a new way to work.

need to make changes decided by the top leaders of the organization. A small group among managers and people lower in the organization usually determines policy. The technology should be determined by a larger team or multiple teams composed of people from all levels of the enterprise and all concerned sectors / departments.

The flaw in most of the old change experiments to the human dimension is largely ignored in creating policy. However, with changes integrated stakeholders in the change process planning. Stakeholder involvement is essential for planning and implementing change. Consider employees stakeholders and not just the objective of the changes

There are three basic ways to major changes institution: ..

-Work on the subject, people will follow

-Work people and materials

-Work with people on the subject.

WORK ON material, the people will follow

The first approach is the industrial age that is used by many hierarchical companies. It looks at the employees as part of the machinery. They are part of the problem. “I’m going to organize it. They do what I tell them to do.” This method ensures maximum resistance.

This method is slowly disappearing as companies realized that more humanistic approach to manage their personnel produces better results. However, it is still prevalent in many old line companies.

(Side note. In times of high unemployment, companies and leaders with more autocratic tendencies tend to backslide into this mode as they know the fear of job loss brings compliance.)


The second option is employed more often today. Companies have more experience of change and recognize the value of activities that reduce resistance to change. The goal here is to move them as quickly as possible on the other side changes so we can get back to business as usual. (Notice us vs them?) It can stretch a little point, but this approach is people still seen as part of the problem, the people and the process needs to be “fixed”. However, management uses a little more finesse to deal with people problems. This method may be more communication about what we (administrators) have decided to do and why. Achilles heel of this approach is that it is still the top-down approach. It works to make people change by applying a force from the outside people. It focuses on the behavior of employees, skills and actions and asks them to leave. It does not intrinsic motivation. This approach leans toward the mountain workers who targets change the idea that they do not have any value to offer. They are still part of the problem.

work with people on the subject.

The third option comes from another perspective. The first two options are to try to maneuver the current structure to make a “new thing”. The third option asks the question: “What do I need to do to change the current structure to a whole new level.” This is the same thought process as “Because I have my perspective, what I need to do to energize my followers”. The solution is to work with them. This method tells people that we are all in this together and offers them in the change process to plan and implement solutions. Participation will encourage most of your folks. They work every day. They know more about the details of the job than people higher in the organization. They will come up with ideas you never thought of. When they know what needs to be accomplished and why this solution was chosen, alteration is much smaller. The change moves forward with a much greater level of cooperation

Go Change management – .. the role of leader for the key to successful change


Change Management: 5 Interview Tips for Process Improvement Consultants


The process of change consultant, I spend a large part of my time interviewing staff at all levels of the organization to understand the current state of the process and organization appetite for change. Every interaction I’m constantly watching the body language, define power dynamics, build confidence and determination of the level of resistance or openness to change. Effective interview techniques are important to the success of any process of change management project. The following are my Top 5 Tips for consultants (or any) paid by adding and therefore change, business process.

1. One size does not fit all – not fixate on one solution

I believe the number one mistake advisors make the change management project is fixating on a single solution that they consider will solve the problem. There are many factors within the agency that can prevent a new process is working correctly. In interviews, keep the solution itself and instead focus on asking probing questions to determine whether a solution is reached for the organization. For example, if the solution is to implement a new automated system, you need to evaluate IT qualifications of employees who will be using it or whether a system meets the agency’s corporate IT standards, etc. Just because the solution has worked for one company does not mean it will work again. If you present a solution to customers that they are not to perform or present, you have failed to conduct effective interviews with Phase 1 of the project.

2. Leave No Stone left unturned – Engage Every stakeholders

process improvement projects usually affect a large group of employees and cause a small ripple effect in other departments or certain employees outside the main group. It is easy to overlook or underestimate the impact of peripheral stakeholders due to the demands to meet deadlines and create change urgent. However, in order to successfully complete the project, each person should be hired and interviews to ensure the changes do not cause such adverse problems that the project is considered a failure and your reputation is tarnished.

3. Do not be afraid to actively manage the conflict or politics

We all know that most organizations are rife with passive (and sometimes not so passive) conflict employees and political game. In my experience, this is the leading cause of project failure because people were not (or want) to work together and align their priorities with the organization. It is important to know the conflict or politics that can inhibit the activities and the main way to do this is through interviews. Once you have identified the problem you need to decide how to actively manage the situation in order to succeed.

one client projects I planned a meeting with two executives and put issues on the table and explain why the project could not proceed until they reached some kind of understanding and compromise. This was very good at that particular task with a particular people, though each situation will be different and I would study personal training to round out people management skills when dealing with employee conflicts and corporate politics of the project.

4. Always get ideas and give credit

During the first exploratory discussions my interviews on the project I always close the interview to the question “What would you do to improve / resolve this situation? “. As a consultant your role is to consider the complexity of the whole problem and propose a solution and implementation plan that will achieve greater operational efficiency. While you’ve been hired to process change management experience and knowledge, you should never underestimate the ideas and input of Agency staff (Those who are closest to the action and will finally perform live with the changes long after you’re gone). If the solution you present management involves the concept of worker, be sure to give them full credit. This will continue to build confidence and encourage staff to change champion.

5. Location, Location, Location

When scheduling interviews, make sure the location is right in the conversation and seniority of the person. When in doubt, ask a personal assistant or administrative assistant that meeting would be appropriate. However, when it is possible, I try to conduct one-on-one interviews with the desk person. Often this gives me a “better feel” for culture and I usually get more information from the interviewee that they can provide information immediately. The main draw back though, is that you often need to be very skillful in keeping the person focus and material to cover all the questions within the allotted time.