| Any organization that is trying to make a change to | | | | will be accepted.o Change management is viewed as |
| how it operates will encounter issues of making the | | | | expendable and/or is not done proactively.o |
| change that will dictate the level of success achieved. | | | | Communication to those involved and affected is not |
| People tend to stay "in the mode" as long as there is | | | | done effectively or is done too late in the process.o |
| more of a reason to do so than not. The longer the | | | | End users who must participate in the change are |
| current practice has been in place, the more | | | | neglected in the overall process.o No action plans or |
| fundamental the change or the more the entire | | | | meaningful metrics are developed to provide guidance |
| organization is affected are key issues that will | | | | or monitor progress. |
| determine how successfully the change is made. | | | | In order to manage the change that is being attempted, |
| Resistance to change is the norm, not the exception. | | | | managers need to realistically understand what the |
| Expect it, prepare for it and manage it to minimize the | | | | change means to the organization and to the |
| impact that it has. Ignoring it and hoping it will go away | | | | individuals. They need to assess the readiness of |
| will certainly fail and there are plenty of change | | | | those involved, identify the talents to be used and build |
| management tactics that can be used to reduce this | | | | a team that is made up of people with the skills, |
| resistance. Both individual and organizational values | | | | attitudes and rapport needed to make it happen. |
| affect how a change is received in the organization | | | | The plan that is developed needs to incorporate |
| and both need to be addressed in order to be | | | | realistic timelines and appropriate metrics that are |
| successful. | | | | simple and easy to understand. This plan has to also |
| People must be informed, empowered, willing and able | | | | realize that unless special circumstances exist, most of |
| in order for changes to be made effectively. They | | | | those involved with the change will also have regular, |
| need to be able to understand the context of what | | | | daily jobs to perform in order to support everyday |
| they are being asked to do as it relates to the overall | | | | ongoing business. People cannot be expected to give |
| business and they need to be given the tools and skills | | | | a full time effort unless they have been relieved of |
| needed for the new way of doing things. By being | | | | their normal daily duties. Once the change is underway, |
| engaged and involved, people will often times accept a | | | | all of those involved need to assess results and make |
| change that is deemed negative to them as individuals | | | | adjustments as required. No plan will be exactly |
| if they understand that the organization as a whole will | | | | correct, but adjusting to ups and downs as they |
| benefit. | | | | happen will minimize their impact on the project. |
| People go through the change process in stages and | | | | As one who spends a lot of time as a change agent |
| go through these stages as individuals. By nature, | | | | helping organizations make a change to business |
| people want to know what it means to them. Change | | | | processes, I find that change cannot be managed by |
| management tends to focus on the organization as a | | | | remote control. Being involved, talking to people and |
| whole or on parts of the organization based on some | | | | working the issues first hand is a must for anyone |
| definition (department, function, etc.). In failing to | | | | who is leading an organization to a different way. |
| recognize that individuals need to make the change, | | | | Keeping your ear to the ground and addressing |
| issues or opportunities may be missed that affect the | | | | challenges right away in a direct manner will minimize |
| success of the effort. | | | | the issues that get in the way. In this effort, my |
| There are several reasons that organizations fail to | | | | favorite expression is |
| succeed with changes that are attempted:o There are | | | | Git-r-Dun!o Spend time where the action is.o Get |
| unclear or unrealistic expectations for what the change | | | | feedback from others.o Push to the next level of |
| is trying to accomplish.o The company culture is | | | | improvement.o Follow through with expectations.o Let |
| misjudged or ignored as it relates to how the change | | | | people ask questions.o Give honest assessments. |