| With the rapid changes in technology and globalization | | | | to new ideas and ways of doing things. |
| the past decade has seen organizations of all types | | | | 3. Not Providing Enough Face Time |
| undergo change more than ever before. The | | | | This mistake relates to changing employees behaviors |
| experiences of other organizations that have | | | | versus shifting their attitude or improving their |
| undergone change initiatives large and small serve to | | | | knowledge. The ultimate goal is to change the actions |
| teach us about what works and what doesn't work | | | | of employees. Improving knowledge or attitudes is |
| when trying to introduce and implement change. | | | | chiefly a means to that end. As the cliché says, |
| Though varying sources stress competing factors as | | | | "actions speak louder than words." Behaviour is |
| critical to the success or failure of these initiatives, | | | | impacted by one-on-one communication and |
| certain underlying themes are common among | | | | counseling. Group training sessions, mass |
| theories. In this case, we examine the "don'ts" of | | | | communications and computer-based information |
| implementing change in an organization. Outlined below | | | | transmissions are excellent ways of improving |
| are the five most common mistakes made by | | | | knowledge, but not such excellent ways of changing |
| organizations when introducing a change | | | | actions and behaviours. |
| implementation program and tips for how to avoid | | | | One of the key mistakes made by organizations when |
| these pitfalls. | | | | implementing change is assuming that disseminating |
| 1. Not Building a Task Force | | | | knowledge alone is adequate in executing change. By |
| One of the biggest mistakes senior management | | | | focusing solely on communicating new ideas within the |
| makes when introducing change is to assume that key | | | | organization en masse, leaders are neglecting the type |
| management will back the proposed effort. Not | | | | of communication that effectively shifts behaviour |
| developing a team dedicated to the introduction and | | | | patterns. Honest, open, interpersonal dialogues are |
| implementation of change puts more pressure on the | | | | more effective in changing behaviour. This is where |
| key drivers. Moving too fast without winning over | | | | your organization's change task force can make a big |
| adequate support from the organization's leadership | | | | impact. Though these types of communication require |
| may cause conflict and confusion down the road. Top | | | | greater effort, they are more effective in affecting |
| leaders must recruit and work with a team | | | | change. |
| strategically formed to introduce and implement | | | | 4. Not Sticking to the Vision |
| change. This team must be made up of influential | | | | Once the decision to change has been made, the |
| leaders. The members should be individuals who are | | | | change coalition recruited, and the need for change |
| known for exhibiting strong relationship management | | | | communicated, you may feel that you're on your way |
| skills as well as task management skills. The chosen | | | | to a successful transformation. A common mistake |
| task force will be crucial in encouraging adoption of | | | | made by organizations when implementing change is |
| change by staff members at all levels. Even after | | | | not defining, communicating, and sticking to a clear |
| forming a designated task force and ensuring lower | | | | vision for what direction the necessary change must |
| level management is on board, change leaders must | | | | take. Even when a clear vision is defined and |
| remain personally involved and committed to the effort. | | | | communicated in the early stages of change, often |
| It is important to remain enthusiastic and positive about | | | | times leaders get sidetracked and fail to integrate and |
| the organization's goals and aligning one's thoughts and | | | | align all initiatives to be consistent with said vision. |
| actions to support the transformation process to the | | | | Management and staff at all levels must continuously |
| end. | | | | analyze whether projects and activities are consistent |
| 2. Assuming Responses to Change Will be Unanimous | | | | with the overarching goals of the organization. |
| If you have been reading about change management, | | | | 5. Failing to Plan Small Successive Successes |
| you have undoubtedly come across the notion that | | | | An important part of sticking to the vision is to create |
| staff members are likely to approach change with fear | | | | opportunities to achieve smaller goals along the way. |
| and resistance. These are common themes in a litany | | | | These small successes will not only work directly |
| of challenges organizations facing change must strive | | | | toward achieving the desired change, but will create |
| to overcome. Even so, you mustn't make the mistake | | | | positive feelings of accomplishment and the drive to |
| of thinking that everyone feels the exact same way. It | | | | pursue the next goal. Overlooking the value of setting |
| is a common mistake to assume that everyone within | | | | small, attainable stepping-stone goals makes |
| an organization will be on the same page (on one end | | | | organizations miss opportunities to motivate staff and |
| of the spectrum or the other) when it comes to | | | | make change enjoyable and rewarding. Not defining |
| change. Even fear and resistance, which are common | | | | clear milestones toward the desired change can make |
| in transformation scenarios, exhibit themselves to | | | | the end result seem far off and unattainable. |
| varying degrees in individuals. | | | | If you're in the beginning stages of the change process, |
| Since individuals adopt change at different rates, | | | | you'll be well prepared to avoid the mistakes that |
| evaluate who your early adopters (those likely to | | | | others have made. If your organization has already |
| accept and embrace new concepts, technologies, etc.) | | | | been on the road to transformation for a while, you |
| are and leverage them in your strategy to execute | | | | may or may not have experienced these issues |
| change, while patiently nurturing those who are slower | | | | firsthand. No matter which stage of the change |
| to accept change. Consider inducting some early | | | | process your organization is in, it is never too late to |
| adopters into your change coalition and enlist their help | | | | consider the dangerous pitfalls that may sabotage |
| in influencing others and encouraging them to open up | | | | your efforts. |