Change Management

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Change Management

• Dealing with Change

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Why change is good!

• "Change is a challenge to us to use our untapped
  skills"
• "It's an opportunity for you
• "Change can be energizing.But for whom?

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Why is change hard?

• Ironically, many employees do not see change as
  simple or as uplifting as management does.
• But can you minimize or avoid potentially
  negative aspects of change ?

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Approach 1

• Purpose Ask yourself and others the most
  important question of all
• Is there a need for
• a change?

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Answer No

• If the answer is no, then your most crucial task
  is either to persuade people of the need or to
  create a need.
• Without a recognized need for change, the entire
  change process is doomed to failure.

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Answer Yes

• Become a change agent.
• Ask yourself these questions
• Exactly why am I encouraging this change?
• Who will benefit from it?
• and who will not?
• Is the change worth it?

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Approach 2

• People Look at the people on your team and those
  who will be affected by the change.

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Questions to Consider - 2

• Are they committed?
• Do they have the needed skills to participate in
  the change process?
• Are they willing to take risks?

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Questions to Consider - 2

• Will they support you through the easy times as
  well as the difficult times?
• Do they need to see some progress before joining
  the team or agreeing to engage in the change
  process?

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Approach 3

• Plan Do you have a solid, working, practical
  plan?

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Questions to consider -3

• Is it rational and well thought out?
• How sure are you that it will succeed?
• Is it flexible enough to adapt to unforeseen
  changes or obstacles?

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Questions to consider -3

• Is the plan motivating, uplifting and visionary
  enough to attract followers and helpers?
• Have you built in buffers or backups of
  resources that you might need should unexpected
  obstacles arise?
• Are your time frames realistic?

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Approach 4

• Process What processes have you and others
  created to ensure the success of the change?

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Questions to consider - 4

• Will you start the change with a small unit or
  group, or will you foolishly begin the change
  with the entire division, section or
  organization?
• What mechanisms are in place to deal with
  obstacles, especially those you do not
  anticipate?

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Questions to consider - 4

• How are decisions made?
• Will you allow for dissent or be caught in the
  sinking process of groupthink, where dissension
  is not tolerated or voiced?

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Questions to consider - 4

• How and by whom will communication within the
  change team be communicated internally and
  externally?
• And finally, but very crucially, how will you
  deal with conflict before it inevitably arises?

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Approach 5

• Product Exactly what is it that you and others
  are working so hard to achieve?

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Questions to consider - 5

• How realistic is it that you and your team can
  achieve this product?
• What is the cost of this product in terms of
  time, people, money and equipment?
• Beyond the vision of creating your product, what
  will it look like?

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Questions to consider - 5

• How will it be used?
• If your end product is a service, how will it be
  carried out?
• How will you know if you have been successful?

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Approach 6

• Perception How do others perceive you, your
  colleagues, the change process and the end
  product?

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Questions to consider - 6

• You may believe that everything is moving along
  smoothly,
• that all or most of the people understand and
  accept the change and its implication,
• but those are your perceptions.

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Questions to consider - 6

• Have you verified your reality with the reality
  of your colleagues and the other people involved
  in the change?

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Questions to consider - 6

• Do other people perceive that you are an
  effective change agent,
• that the change will actually benefit them
• and that they can trust you with this process?

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Approach 7

• Problem How will you deal with problems that
  inevitably occur?

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Consider these questions - 7

• Do you have a crisis plan in place?
• Are your team members able to identify potential
  problems or obstacles before they get out of hand?

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Consider these questions - 7

• Do your people know what to do when a problem
  occurs in terms of how to cope with it, whom
  to contact, what procedures to follow
  and how to prevent it from
  recurring?
• What will you do if you run out of resources or
  if the time frame shortens?

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Change

• When considering any type of change, try to
  recall these important factors before you even
  think of moving forward.
• What were they?

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1. Approach
2. People
3. Plan
4. Process
5. Product
6. Perception
7. Problem

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Change

• Remember, a job not worth doing is not worth
  doing well!

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Cited

• David G. Javitch, Ph.D., is an organizational
  psychologist and president of Javitch Associates,
  an organizational consulting firm in Newton,
  Massachusetts.
• With more than 20 years of experience working
  with executives among various industries, Javitch
  is an internationally recognized author, keynote
  speaker and consultant on key management and
  leadership issues.
• http//www.entrepreneur.com/humanresources/employe
  emanagementcolumnistdavidjavitch/article71912.html