Crisis in Change Management

 

Source Of Crisis In The Management Of Change

• not engaging all employees;
• managing change only at the executive level;
• telling people they have to change, we’re in a crisis;
• sending staff on a change program and expecting change to occur;
• not honoring the past; and
• not giving time for staff to vent first and then change.

 

Tips To Moving From Crisis To Controlling Change

• Accept that change is a process.
• follow the change process
• engage everyone in the change
• Move forward step by step.
• moving too quickly or failing to carefully implement changes can be detrimental to the process and ultimate result
• speed and never produces satisfactory results (John Kotter)
• Assess potential risks and generate motivation.
• assess potential risks
• stir up a sense of urgency among workers and stakeholders
• generate the motivation to spur change
• Form a powerful guiding coalition.
• leaders throughout the organization have to band together to guide the transformation process
• Create a shared vision for corporate change.
• clear vision that go beyond the normal five-year
• include transformation steps
• visions should be communicated in not only words and speeches, but also actions of managers, supervisors, and executives
• include short-term goals that can be tracked to show executives and workers that progress is being made
• Communicate that vision.
• most of the organization must understand, appreciate, commit and try to make the effort happen
• use every existing communication channel and opportunity
• Empower others to act on the vision.
• remove obstacles
• allocate budget money
• free up key people from existing responsibilities
• allow people to start living the new ways and make changes in their areas of involvement
• have the time, money, help or support needed to effect change
• Plan for and create short-term wins.
• real transformation takes time
• actively plan to achieve short-term gains which people will be able to see and celebrate
• Consolidate improvement and keep the momentum for change moving.
• new approaches are fragile and subject to regression
• Use the feeling of victory as the motivation
• Institutionalize the new approaches.
• mantra: ‘‘the way we do things around here.’’
• show people how the new approaches, behaviors and attitudes have helped improve the organization

 

Shared from:

Michael Stanleigh, (2008),"Effecting Successful Change Management Initiatives", Industrial and Commercial Training, Vol. 40 Iss: 1 pp. 34 - 37