|
Definition
Key Behavioral Indicators
-
Embraces
new processes, experiments and tries new
things
-
Views
change as a positive experience and proactively
works to facilitate it
-
Promotes
change as a positive business requirement
-
Regularly
communicates progress and plans
-
Involves
others in change process
Tips for Development
For
change to happen efficiently in both the short term
and the long term, design and implement supporting
systems and structures.
Consider the
following approaches the next time you embark on a
change effort.
- Answer the
question, "If we did not have any systems,
structures, policies and procedures in place,
how would we create them from scratch to support
the new vision?
- Assess your
current systems and structures by doing the
following:
1.) List all the current policies and procedures
and other informal or formal systems that could
affect the change.
2.) Analyze the current structure of your team,
your department, and your organization. Look at
both the formal structures and the way
communication and interactions occur.
3.) Determine which practices, systems, or
structures need to be removed, modified or
created to support the change effort.
- Create a vision
of how things will be or look when the change
has been successfully completed and communicate
it.
- Establish context
for change and provide guidance, ensuring
everyone has a common understanding of that
vision and understand the situation.
- Stimulate
conversation across levels and functions to gain
insights into positive and negative thoughts and
encourage people to feel comfortable with the
change.
- Anticipate,
identify and address people problems - people
issues are at the heart of change. Communication
and human resources are critical to success.
- Develop
strategies to deal with resistance to change,
and encourage people to share their feelings
about the change.
- Communicate
clearly what changes are needed and why these
changes are needed. Paint an exciting vision of
the future and project personal enthusiasm and
confidence that the change effort will succeed.
- Let people know
how the change will impact on them and help them
understand the important roles they will play in
moving the organization forward by closing the
gaps.
- Identify the
people whose commitment is essential to the
change effort, and involve them in making key
decisions.
- Involve the
people who will be affected by the changes in
the planning and implementation process.
- Pace the
implementation to avoid overwhelming people.
Build in quick successes to win over skeptics.
- Since people
worry about and resist change, be patient,
supportive, available to discuss concerns and
share information.
- Provide
appropriate resources to enable the change
process to happen.
- Co-ordinate and
align projects to ensure they are in congruence
rather than working in isolation, or against
one-another
- Recognize small
successes early on in the change process
|
|
To effectively manage
change, first understand your own reactions to
change. The following process should be followed to
assess how you typically react to change.
- Think about past
changes that you have encountered on the job, in
your career, and in your personal life. Record
your feelings and emotions during these
times.
- Analyze the
causes of your reactions to change:
1.) For those times when you reacted negatively,
identify the causes of your anxiety.
2.) For those times when you reacted positively,
identify the factors surrounding the change that
resulted in your positive reactions.
- Evaluate what you
did to manage the change successfully. What
worked well? Remember those coping and change
management strategies you applied and use them
when confronted with change in the future.
In addition to
applying these steps, you should talk with your
peers, manager, trusted colleagues, friends and
spouse to help clarify further, your emotions and
reactions during times of change.
Recommended
reading:
Change
Management Enhances Business Results
Four
Attitudes Toward Change Management
Change
Your Mind - Change Your Life
|
|
