Principles of Change Management by Peter Peterka
Principles of Change Management by Peter Peterka
It’s indisputable that in the present day scenario, Change Management is not only necessary but indispensable. Top executives and employees must work in tandem to adjust and adopt changes in the organization. But this is far from simple. Often, when change is on the horizon the internal organizational climate is fraught with conflicts and resistance to change. Therefore, it is essential to lay down some principles of Change Management.
• Formal Approach
No matter how effective the communication plan is, it is necessary to adopt a formal attitude to Change Management. This is necessary because people will want to know why the change is required, how much it will affect the organization, the duration over which it’ll take place and where the company is headed. And all these questions will be flung at the Top Level Executives. Therefore, a well drawn out written case should be formulated. Ideally the formal statement should contain a convincing case for why the change is necessary. It should also instill confidence in the future prosperity of the organization. Proper procedures for support during the transition should also find a place in the formal case. A formal approach represents a well thought out strategy for Change Management.
• Communication
The executives who initiate the change and those closely associated with them are so in tune with the changes required that they tend to forget that others may not understand things with the same degree of clarity. Communication is a two-way process. The managers should not only impart awareness about the alterations but should also listen and assimilate the thoughts and opinions of the workers. Merely sending written notices is not sufficient. Communication should flow at all the levels of the organization to provide correct information when it’s needed the most and also obtain feedback.
• Evaluating Organizational Culture
An organization is characterized by several cultural influences that exist at various levels of the hierarchy. Behavioral patterns, customs, beliefs, assumptions and ethics differ at different levels. These factors influence the readiness or resistance to change. Moreover, they also act as input to formulate policies and procedures to adapt to change. Therefore, Managers should evaluate the culture at different levels at the onset. Leaving it too late in the day or omitting to take it into account comes at a price that may prove too costly at a later stage.
• Taking Responsibility for Change
Change management is a collective process that involves both the executives and employees. However, the executives who initiate change must be the front runners to ensure effective adaptation to change. They shouldn’t just propose the change and wash their hands off the project. For it to work they just can’t adopt a lackadaisical attitude. They have to accept responsibility and lead the company in the right direction. Besides, they also have to identify leaders in the organization who can be delegated specific duties while making the transition. These leaders should also assume responsibility and create mass enthusiasm for the change. In their own areas they should attempt to break resistance and increase support for the transformation. Proper incentive schemes should be incorporated to reward those who take up responsibility.
• Human Side Should Not Be Ignored
All too often Managers are so occupied with the project side of change that they ignore the human aspect. It is the employees who are eventually responsible for making the transformation successful. Change affects the employee in several ways. Roles may be reshaped, jobs may get shuffled, new abilities may have to be developed and promotions may be awarded. These issues have to be tackled formally after collecting data and analyzing it. Moreover, most employees will be looking for support and guidance from the Upper Management and Change Leaders. Any conflicts between the members of the core teams should not be aired in front of the employees. Rather, they should work collectively as a united front to adapt to the change. To accelerate the process of transition leaders should be identified at every level of the organization to provide support and inspire confidence in the transition.
Research has proven that these change management principles are vital for any organization to adopt changes successfully.
Peter Peterka is the President of SixSigma.us. For information on Six Sigma, Six Sigma Black Belt Training or Master Black Belt programs contact Peter Peterka.
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