No "sell" the change to the people as a way of accelerating 'agreement' and the application. change to "sell" to people is not a sustainable strategy for success, unless your goal is to be bitten in the ass at some point in the future when you least expect it. When people hear a high management to "sell" to a change, generally decent people smile and looks diligently adhere, but quietly to themselves, they are thinking, "There is no possibility of mating with blood, if you think that I stand for the load of old balls that there is another that comes ... "(And that's just the type susceptible -. other recalcitrant types will be well on the way to their own particular transition Ranger at poachers)
Instead, change must be understood and managed so that people can deal effectively with it. Change can be unsettling, so the manager obviously has to be a settling influence.
Ensure that those affected by the change agreement, or at least understand the need for change, and have the opportunity to decide how the change was accomplished, and to participate in planning and implementing change. Use the OTL to handle the sensitive issues of organizational change management (see Mehrabian research in the direction of transmission and understanding). Encourage your managers to communicate face to face with his people too, if you are helping to manage organizational change. E-mail and written communications are extremely weak in the transmission and the development of understanding.
If you think you need to make a quick change probe the reasons - is the real emergency? Are the effects of agreeing a more reasonable frame really be more disastrous than presiding over a disastrous change? Prevents rapid change due consultation and participation, which leads to difficulties they have time to resolve.
For complex changes, refer to the project management process and ensure that increased communications with the consulting agreement and obtain the support of the reasons for change. Involving people and information also creates opportunities for others to participate in planning and implementing the changes, which lightens your load, distribute the burden of organization and creates a sense of belonging and familiarity among those affected.
See also the excellent template free decision-making, designed by Sharon Drew Morgen, with questions of facilitating personal and organizational innovation and change.
To understand more about people's personalities and how different people react differently to change, see the Index of Personality Styles.
Organizational change implies new actions, objectives and processes for a group or team of people, workshops for use in achieving understanding, participation, plans, measurable goals, actions and commitment. Encourage your management team for the use of workshops with people too, if it helps you manage change.
Even these principles should be applied for very difficult as making people redundant, closures and integration of merged or acquired organizations. Bad news needs even more careful management that the change in routine. Hiding behind the middle grades and make things worse. Consult with people and help them understand that not weaken its position - it strengthens it. Leaders who do not consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and that is reciprocity.
Note that insecurity Majority Leader staff is change itself. See the process of personal change theory to see how people react to change. Senior executives and managers responsible for organizational change management not generally fear change - usually grow on it. So remember your people do not like change, it is very worrisome and threatening. Their fear of people of change is so great as his own fear of failure.
responsibility for managing change
The employee has the responsibility to manage change - the employee's responsibility is simply to do his best, which is different for each person and depends on a variety of factors (health, maturity, stability, experience, personality motivation, etc..) Responsibility for the management of change is with management and executives of the organization - it must manage the change so that employees can cope with it. The manager has the responsibility to facilitate and enable change, and all that is implicit in this statement, especially to understand the situation from the standpoint of objective ("step back" and not be critical) and then to help people to understand the reasons, objectives and ways of responding positively according to the situations of the workers themselves and capabilities. Increasingly, the role of the manager is to interpret, communicate and enable - not to instruct and impose, which nobody responds to it.
change must involve people - the change should not be imposed on the people
Be careful with phrases like "culture of change" and "change the mentality of the people" or "attitude change", because this language often indicates a tendency towards change imposed or forced (theory x), and strongly implies that the organization believes that its people now have the 'wrong' way of thinking, which is never, ever the case. If people do not approach their tasks or effective organization, the organization has the wrong mindset, not people. Instead, as the new structures, policies, objectives, acquisitions, divestitures, re-locations, etc., create new systems and environments, which should be explained to people as soon as possible, so that people's participation in the validation and refining of changes can be obtained.
Each time an organization imposes new things about people will have difficulties. Participation, involvement and open communication early full are important factors.
The workshops are very useful process to develop a collective understanding, approaches, policies, methods, systems, ideas, etc. See the workshop web site.
Staff surveys are a useful way to repair the damage and mistrust among the staff - as long as people allow for implementation of an anonymous basis, provided it is published and the results.
Training management, empathy and the ability of facilitation are priority areas - managers are crucial to the process of change - which should enable and facilitate, not only to transmit and apply the above policy, it does not work.
You can not force change - individuals and teams should be able to find their own solutions and responses, facilitation and management support, and tolerance and compassion of leaders and executives. The management and leadership style and behavior are more important than intelligent process and politics. Employees need to trust the organization.
The leader must be consistent and work with these ideas, or the change is likely to be very painful, and the best people get lost in the process.
change management principles
1. At all times the participation and agreement of support from people within the system (system = environment, processes, culture, relationships, behaviors, etc., whether personal or organizational).
2. Understand where you / your organization is at this time.
3. Understanding where you want to be, when, why, and what measures will be for having got there.
4. Development plan up in the case No. 3 achievable measurable stages.
5. Communicate, engage, enable and facilitate the participation of the people, as quickly and in an open and complete as possible.
John P. Kotter 'eight steps to successful change "
American John P. Kotter (b 1947) is a Harvard Business School professor and thinker and author of the organizational change management. Highly respected books Kotter "Leading Change" (1995) and monitoring of 'The Heart of Change "(2002) describe a useful model for understanding and managing change. Each stage is recognized a key principle identified by Kotter relating to the response people and change approach, in which people see, feel and then change.
Kotter's eight step change model can be summarized as follows:
1. Increase urgency - inspire people to move, make objectives real and relevant.
2. Build the team orientation - getting the right people in place with the right emotional commitment, and the right mix of skills and levels.
3. Get the vision right - the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
4. Communicate for buy-in - Involve as many people as possible, the essentials, simply, and the appeal and respond to the needs of people. Communications-the clutter - the technology work for you instead of against it.
5. Empower action - Remove obstacles, enable constructive feedback and a lot of support from leaders - reward and recognize progress and achievements.
6. Create short term wins - Set aims that are easy to reach - into pieces the size of a mouthful. manageable number of initiatives. Finish current stages before starting new ones.
7. Do not let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
8. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weaving the change in culture.
model of Kotter's eight steps are explained in more detail on its website www.kotterinternational.com.
Related Kotter's ideas, and particularly helpful in understanding the pressures of change on people, and people's reactions to change, see a detailed interpretation of the process of personal change in the model of John Fisher of the change process personal.
ideas that illustrate the change management issues
When people are faced with the need or opportunity to change, especially when it is 'comply', as they see it, for the organization, which can be emotional. So managers who seek to manage change. Dissemination of emotional feelings, taking a step back, encouraging objectivity, are important to facilitate fair and constructive dialogue. To do this, managers and coaches may find it helpful to use analogies to help themselves and other staff members to see changes in a more individual.
On this site there are several illustrations that can be used for this purpose, depending on the type of change they face and the aspect that must be addressed. Here are some examples, useful for team meetings, presentations, counseling one-on-one or self-reminder, particularly to help empathize with the other face of change:
On the Features section on 'Murphy Plow "(changing negative thinking obstacle =) and" We've always done it "(not question the need for change). Both good aid to understand and explain why people - all of us - are not easily changed assumptions, the conditioned thought, habit, routine, etc.
See also the story of the monkey, in terms of how policies, practices, attitudes and cultures, can be established and how the tendency is to accept rather than question.
Just as the state of "unconscious incompetence" should be developed in "conscious competence" to provide a basis for training, so subjective emotion a person needs to be developed in the objectivity before starting to help them manage change. None of us is immune to subjectivity, ignorance or denial. The lessons and reminders that are in the stories and analogies can help show a clear new light.
section Aesop's Fables have other short and simple analogies to illustrate wonderfully useful aspects of cause or cope with change, for example (all in the section of Aesop's Fables)
The crow and the pitcher (change being caused by pressure or the need)
The North Wind and the Sun (gentle persuasion rather than force)
The Lion and the Ass (forced change - might is right)
The Crab and his Mother (lead by example and evidence - or not going to change people)
The miller, his son and the donkey (no change is only possible to please everyone - everyone wants something different)
The Oak and the Reeds (the need for tolerance - changer or "Change")
The rich and Tanner (softens time change - giving people time to get used to things)
The donkey and the mule (according to reasonable changes or you can risk changing performed much worse in the future)
reorganization of work, task analysis, job transfer due to IT development, subcontracting, etc.
First check the modern principles underlying the change successfully. It is not always easy or even possible to consider such issues in depth, but try if you can, or try to persuade others above their ivory towers thinking about the fundamental integrity of the situation, rather than benefits short-term or greedy shareholders meeting.
There are several approaches to task analysis and reorganization of work, whether caused by outsourcing or development. In general the process of such change is pragmatic, and it is difficult to identify transferable processes, templates, etc. Examples of projects do not usually find their way into the public domain, although the likelihood is increasing the project pdf government that are available on the web since this type of information is increasingly required to be available to the public. IT provider case studies and trade magazines and IT outsourcing can also provide pointers to good practice and transferable processes. There are some useful software tools available that are useful, especially if this entails a high level of complexity and scale.
As a general guide in managing this type of change, these issues are important to the process:
* Really understand and clarify mutual expectations about the level of detail and cost required for the project. Sometimes you may see what you need in a table napkin. The context of the organization, strategic drivers and other personalities, and politics are often more important influence on task analysis.
* If you are a project manager or consultant, expectations based on a pragmatic basis. Agree templates and systems to be used and the level of data reporting necessary for decisions to be made.
* Assumes that the situation can be improved - usually can be, so while it is essential to capture all activities based on current job, many of these can be absorbed, replaced and updated, etc, when you start looking the ideal situation ('blank') possibilities, so;
* A new general analysis unencumbered fresh look at the set, suggesting new and better ways of doing things. A flip chart and a few creative mind are the main prerequisites. It makes a great workshop session and is good for creating ownership and buy-in for big change. It is also a good cascade down to departments for ideas to improve processes and new ways of doing things.
* For capturing all current processes and inputs, the analysis of individual templates you need to enable employment jobs are divided into sub-tasks, and elements within the sub-tasks.
* This is a difficult issue, not possible in certain cultures X-theory, however, take into account the high likelihood of people whose jobs are threatened upset by the change and try to develop a way to anticipate and reduce fall damage. Treat people at risk with the respect it deserves and prevent kept in the dark - involve threatened people whenever possible so they can see what is happening and why. If possible encourage the executive team to take the same human approach, and try to establish counseling and support resources do not already exist.
* The tests are most useful if they identify the critical elements essential to the task - this will help to assist decision makers to be more pragmatic (not least because by applying pressure to some of the "essential" elements are revealed to be habitual or traditional expendable replaceable elements).
* Flowcharts identify linkage subtask (inter and intra), the variation and timing.
* Behavior identification of needs regardless of the processes.
* The standards, performance tolerance,% reliability, etc, should be indicated in the task analysis as appropriate to the sub-task or activity.
other points of the people and change
Strong resistance to change is often rooted in deep feelings historically conditioned or strengthened. Patience and tolerance are needed to help people in these situations to see things differently. Little by little. There are examples of this type of gradual change in stages throughout the world of the living.
The psychological contract is a significant aspect of change, and provides models and diagrams useful in understanding and managing change - subject to a very fundamental level.
In addition, certain types of people - the reliability / reliable / stable / common / process-oriented types - changes are often very disturbing.
The people who welcome change are not usually the best at the chance to work reliably, reliable and follow the process. The capabilities of the reliability and dependability are traits of character directly opposed to the mobility capabilities of adaptability /.
Some industries and disciplines have a high concentration of personnel who need a reliable / reliable personality profile, for example, health services and nursing, administration, and public sector, utilities and services, these sectors tend to have many staff members who find it difficult character profiles change.
See page personality styles to help the understanding of the different types of people.
Age is another factor. Fascinating psychosocial theory of Erik Erikson is useful to understand that people's priorities and motivations are different depending on your stage of life.
The more you understand the needs of the people, the better you will be able to manage change.
Be aware of the strengths and weaknesses of people. Not everyone accepts the change. Take time to understand people who are trying, and how and why they feel like them, before taking action.
business development driving change
Business development potentially includes everything related to the quality of the company or organization. business development planning first requires establishing business development aims, and then formulate a business development strategy, which would consist of some or all of the following methods of development.
* Development of sales
* New Product Development
* Developing new markets
* A business organization, form, structure and development processes (eg, outsourcing, e-business, etc)
* Tools, equipment, logistics facilities and the development of the supply chain
* People, management and communication (skills and training) development
* Strategic partnerships and the development of distribution routes
* International development
* Acquisitions and disposals
Overall business development is partly scientific, partly subjective, based on feelings and desires of business owners or CEO. There are many ways to develop a business to achieve growth and improvement, and rarely is just one of the best and only solution. Enterprise development is what some call ie, a "black art"., Difficult to analyze, and difficult to implement a replicable process.
fast changing environment
Planning, implementation and change management in a rapidly changing environment is increasingly the situation in which most organizations now work.
Dynamic environments such as these require dynamic processes, people, systems and culture, especially for successfully managing change, especially to effectively optimize the organizational response to market opportunities and threats.
The key elements for success:
* Long-term plan in general terms - a strong strategic vision, not a specific detailed plan (the latter is impossible to predict with confidence). Detailed plans are five years from the date two weeks after they are written. Focus on the details to establish and measure the performance of immediate action, not plans of medium and long term.
* Establishment of forums and methods of communication that allow immediate review and decision making. The involvement of stakeholders is essential. This allows contributions to be obtained, approval and commitment to be guaranteed, and automatically takes care of communicating the actions and expectations.
* Empower people to take local decisions at the operational level - to delegate responsibility and power as much as possible (or at least people to make recommendations that can be quickly approved.)
* Delete (to the extent possible) of strategic change and approval processes and equipment (or avoid) the executives of ultra cautious, ultra-autocratic or interfere compulsively. Autocracy and interference are the major obstacles to the establishment of a dynamic culture, successful and sustainable capacity.
* To promote, facilitate and develop people capable of being active in other areas of the organization through "virtual teams" and "matrix management."
* Scrutinise and optimize ICT (information and communications technologies) to enable systems information management and key team activity.
* Use workshops as a vehicle for reviewing priorities, according broad vision and long term objectives, and to agree action plans in the short term and method of implementation and accountability.
* Adjusting for recruitment, training and development to accelerate the development of the people who contribute positively to a dynamic culture of power.
'Repair' tips for the investigation of the apparent poor performance
If ever given the job of "repair" or research (apparent) for poor performance, perhaps in another location or business that belongs to its own organization, or perhaps as a consulting project, here are some simple tips :
Actually 'repair' is not a great word - it scares people. "Facilitator" Use or 'helper' in place. Establishing a more friendly and cooperative.
At what point, so we find that the main theme will be the people's resistance and defensiveness to someone coming to your organization do what they are doing. To overcome this challenge, then we can begin to compare what is happening with what the organization intends to do (mission, values, objectives, priorities, targets, key performance indicators, processes, measures), how people feel about things (staff turnover, retention, morale, attitudes), and how customers and suppliers feel about things too much (in fact, go out and visit customers and former customers, in particular) .
You must diligently observe protocols - submitted properly to people and explain what you are and what you are doing. Do not assume that their job gives you the right to be secret, or to have access to anything or anyone without permission. Ask for help. Ask for introductions. Permission. Be polite and courteous. Respect people more than they normally would, since it will be sensible, understandable.
Look at Sharon Drew Morgen facilitation method, which helps with the style and approach to use. You should aim to help, enable and facilitate the discovery and clarity, not work in splendid isolation, as a stranger, who came to "fix things."
And then be directed by the people there of what can be improved. You must adopt the role of a researcher and trainer rather than a problem solver.
Plan a lot of questions that will help people say how they feel about things - customers, staff and suppliers - and what they think can be done to improve things.
Avoid asking "why" unless you really trust and work with you. Used early, "Why" puts people in the defense and find nothing.
Look at the materials and customer relationships - customers will tell you that it is better to focus on, and give you an early opportunity to help improve some of the answers. Also in the survey employee motivation material.
You may have to write a report and recommendations later, in which case whenever possible try to involve people in what he says about them. There are no surprises. Be constructive. Accentuate the positive. Be straight and open with people.
Enjoy the experience. Be respectful and helpful to people and will be respectful and helpful to you.