Change Management
Change ManagementNo change is permanent. In planning change, consider the term of the change and possible alternatives if the change does not achieve he desired outcomes.
Change initiatives should be accompanied by precautions and contingencies.
There are many contributors to an organization's success and each will have a perspective on potential improvements. Human nature means that most will exaggerate the importance of factors that benefit them and belittle the factors that don't.
Consultation does not always mean consensus. Some stakeholders will inevitably lose from a change, just as some will win. The challenge is to maximise the benefits for all, in line with the organization's objectives.
Never assume that external factors that you don't control will not change in response to your initiative. Consultation can help stakeholders adjust their strategies in line with yours if the benefits are clear. It may also uncover potential responses that will derail your strategy.
When the organizational needs are complimentary to the individual needs of contributors, then change is accepted willingly. When there is conflict between organizational needs and individual wants, then conflict is inevitable.
An organization is the sum of its individual contributors. An effective organization is managed according to the weighted sum of the contributions made.
When managing the change process, the key is to not "throw the baby out with the bathwater."
Talk to John Sleigh about effective change management in your organization.
