| Have you heard of the 'Law of White Bread'? It is: if | | | | associated with some sort of loss - perhaps loss of |
| you keep doing what you've always done, you'll keep | | | | attachments to things/people/places, or loss of |
| getting what you've always got. | | | | structure, loss of purpose or in particular a loss of |
| If you'd like to get different results, you need to change | | | | control. This is particularly true if an organization has |
| the recipe. This article is aimed at helping you do | | | | handled change in a less than effective way in the |
| exactly that, please read on.... | | | | past. |
| Do you ever wonder why changes you make to a | | | | During organizational change, people need to go |
| business process or procedure don't last? Perhaps it's | | | | through a Transition Curve before change becomes |
| accepted for a while, then somehow things seem to | | | | accepted. In essence, this involves moving from denial, |
| revert back to how they used to be. Or perhaps you | | | | through resistance to exploration and finally |
| don't get the improvement in results you wanted. | | | | commitment. (Further details and tips on how to move |
| Would you like to know how you can ensure people | | | | teams through each phase are given in the Business |
| accept the changes that will help your business thrive? | | | | Change E-course) It does take time, yet there is a lot |
| From my experience as a project manager | | | | managers can do to help the transition move smoothly |
| embedding large-scale business transformations and | | | | and promptly. |
| also with my coaching clients as they lead change in | | | | Excellent communication is a key component in the |
| their organizations, I really know what works and what | | | | effective management of organizational change, yet |
| doesn't. It's often said that change is the only constant | | | | can become the missing link as managers are busy |
| nowadays, and that certainly seems to be the case. | | | | organizing the logistics and dynamics of change. |
| So how can you ensure that the change is proactive, | | | | The four critical areas for managing change well are: |
| positive and well-received? | | | | * Visioning and planning |
| Whether we're revising the whole IT system that | | | | * Engaging others in the need for change |
| supports our business or simply tweaking the way we | | | | * Overcoming resistance |
| communicate with our teams, we all grapple with | | | | * Getting and giving support |
| similar issues. I'd like to share with you some of the tips | | | | The most successful change programs engage with |
| and techniques that have helped me and my clients, | | | | key stakeholders right from the start, getting them |
| and I hope that they will help you embrace and embed | | | | involved. Stakeholder means anyone impacted directly |
| change in your organization. | | | | or indirectly by the change. So if you're changing a |
| Business Change | | | | business process, get ideas and involvement from the |
| Have you ever experienced the kind of 'Chinese | | | | people who actually use the process, as well as those |
| Whispers' game that goes on when change is | | | | with an interest or influence in the process. |
| imminent in an organization? People have picked up | | | | A powerful way of engaging with people is simply to |
| that change is afoot, and if there's no immediate detail | | | | ask them constructive questions. As managers we |
| about that change, then the rumor mill tends to work | | | | can often resort to 'telling' in a fairly autocratic way. |
| overtime. Rumors spread, people get worried and feel | | | | However, when we want to engage the hearts and |
| negative, imagining worst-case scenarios and how it | | | | minds of the people around us this is probably the |
| will impact them. | | | | worst way to go! |
| Then when the manager does come to announce the | | | | Powerful communication skills are vital. In a nutshell |
| changes and how they can contribute to them, he/she | | | | here are some high level tips: |
| is often met with suspicion. At this stage, most | | | | * Use open-ended questions that give people space to |
| managers are pretty underwhelmed with the level of | | | | think and explore |
| support and contribution offered! The wise manager | | | | * Consider using a coaching model to structure your |
| knows to give it some time, keep communicating and | | | | questions (Goal, Reality, Options, Way Forward) |
| keep building the trust within his/her team. (Really smart | | | | * Avoid asking questions beginning with 'Why...' as they |
| managers know there is a way to use the rumor mill | | | | tend to bring out defensiveness change them into |
| to their advantage actually...) | | | | 'What...' |
| Although people have different perceptions of change, | | | | * Listen carefully and learn |
| it is often the case that they will initially resist any kind | | | | I hope these tips help you in implementing changes in |
| of change. Yes, even if it will benefit them in the long | | | | your business. |
| term. The problem is that change is generally | | | | |