| Change management in organizations is about to be | | | | whether the project can be delayed for 12 months. If it |
| faced by a new critical challenge. Over and above the | | | | is necessary, be prepared to spend the extra money |
| fact that on average 18% of staff are actually actively | | | | to ensure the fight is on your terms. |
| working against the interests of the company, and | | | | Second, if you need to proceed don't employ any |
| another 61% don't really care (1), the current escalation | | | | Change Manager or HR staff that are not fully aware |
| in financial and social pressures are making change | | | | of effective methods of stress management and |
| programs twice as dangerous to proceed with. | | | | cultural change within organizations. As part of this |
| If you are senior management and have done your | | | | awareness you also need to ensure that your |
| homework you will already know that 70% of | | | | management team is up to the job as they will be the |
| organizational change or cultural change programs fail | | | | direct interface with all staff during the project roll out. I |
| to meet the requirements of the project targets. Most | | | | strongly suggest that part of the plan be to incorporate |
| just fail completely and nothing changes at all. Yet we | | | | a specialist in social engineering with a strong |
| still pursue change without understanding the basic | | | | background in stress and trauma counseling to |
| core necessities of successful change. | | | | interface with the Project and Change Managers. |
| Unless you can create congruency between your | | | | Do these things and you will potentially save hundreds |
| goals and the goals of the people and management | | | | of thousands or millions of dollars, and maybe save |
| within your organisation, you will be fighting an uphill | | | | your company from extinction. |
| battle. If you are a student of Sun Tzu's Art of War | | | | I know it all sounds so dramatic, but in these times of |
| you will know that one never enters or even considers | | | | economic and social unrest you are sailing on |
| such a dangerous position. With the fear that is | | | | dangerous waters. Don't set sail with out the |
| endemic in the current global economic meltdown and | | | | necessary safety equipment on board. |
| the extra pressures that this places on individuals, the | | | | (1) A recent (2006) Gallop Organisation survey |
| added high internal stress levels for both organizations | | | | showed that in any average company only 21% are |
| and its individuals are making any change program | | | | actively "engaged" in their work and support the |
| very difficult. | | | | company. Another 61% are "not engaged" or just don't |
| So here is what I suggest. Throw out your current | | | | care about their job or the company. And 18% are |
| plans and review two things. | | | | actively "dis-engaged" and working against the |
| First review if the change in the way the company | | | | interests of the company, whether they realize it or |
| operates is really necessary to survive or grow, or | | | | not. |