The most important ingredients for successful management of change in an organization are: executive sponsorship, effective communication and accountability. All of these are direct responsibility of management. Are not so successful change initiatives, most often caused by poor performance management.
It is relatively easy, the stubborn grunt workers together at the front to dig in their heels and blaming resistance to change. Much attention is placed on effectiveTo change the handling of their emotional response. While this is certainly important, it really is the managers who demand a lot more in the center of attention. If they are not on board, there is no chance that the individual actors.
Managers have their reasons for resisting change. Finally, they are only human. They are uncomfortable with change. Most of them are strong-minded as well and are very confident that the proposed amendments will be either ineffective or simply not at all.Moreover, there is often not a high level of trust between management. Change initiatives have been unsuccessful, so many times in the past, and nobody has been brought to justice. As a result, managers play just wait until the wind of change blowing over, and see where the dust subsided.
It is not so much to articulate the overt expression of discontent, but a subtle comment or reaction, the inability to explain the reasons for the change, or simply ignore that a proposal forchange that can have an enormous negative impact on team members and quickly torpedo the initiative. If the managers are not involved in the entire organization, they will not do what is necessary to get their reports directly involved.
So what's the solution?
1) The top management needs to input on the proposed change of managers to solicit and these in turn must do so by the other staff members. Those who are with aspects of this approach was not reflected in the expressions are validconcerns. Rather, the entrance should be considered and adjustments should be made as appropriate. Agencies and individual artists to be part of the solution.
2) The top management needs to make the change a priority and reflect it with their actions. We've all heard about the importance of executive sponsorship. Leaders must consistently take their money, words, and actions where their mouths are. If changes on the horizon, it must have sufficient resources (dollars and people)with effect of the change. Too often sacrificing sabotage the change from the beginning tried to. For example, an interception manager with full-time to manage a large project, job initiative in his / her spare time is a recipe for disaster. Each Purchase a copy of "Who Moved My Cheese, and then sneaks into the executive suite is not the trick does not.
3) communication, communication, communication. It is so critical. The open and honest communication in both directions occur, early and often.Expectations must be clearly defined. All participants must raise awareness about the change, why it happens, who is affected and how, what the roles and responsibilities, etc. The message must always be reinforced throughout the organization through the various levels of government. Feedback must be consistently pursued and implemented. Measurable desired results must be presented at each level of the company to not achieve an impact on the results.
4) Plansneed to be created (with the participation of team members) to achieve the desired results. Progress must be reported, and the parties must be held accountable for the results.
Is done with the above, the majority of managers will be won, and they do its part to win the support of the rest of the staff. The result is the successful implementation of change processes Initiative number one. With each successive win will grow confidence, facilitate changes to come, and theare many benefits of innovation will follow.
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