Management Of Change

Topics: Organizational culture, Organization, Change management Pages: 16 (3910 words) Published: February 23, 2014

INTRODUCTION TO CHANGE MANAGEMENT
Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. Change management (or change control) is the process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model with, to some extent, reasonable modifications. Change management is the process of developing a planned approach to change in anorganization. Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing thechange. The discipline of change management deals primarily with the human aspectof change, and is therefore related to pure and industrial psychology. project management, change management refers to a project management processwhere changes to a project are formally introduced and approved.The field of change management grew from the recognition that organizations arecomposed of people. And the behaviors of people make up the outputs of anorganization. Types of Organizational Change


Strategic changes

Technological changes

Structural changes

Changing the attitudes and behaviors of personnel

There are many models in understanding the transitioning of individuals through the phases of change management and strengthening organizational developmentinitiative in both government and corporate sectors. They are 1. ADKAR Model

2. Unfreeze-Change-Refreeze
3. Kübler-Ross
4. Formula for Change
5. PCI (People Centered Implementation)
Some of the Potential issues concerning the successful Change deployment process:

The House (Of Quality) Needs Foundations
Underestimating the need for a support structure can be a big mistake in the processof deploying Lean or Six Sigma. It is important to first assess the gap between your current state and the future, desired state. This activity produces a list of things thatneed to change and, in addition, those that need to be positively reinforced. In thechange process, this is not an either/or proposition. Both need to be done. As anexample, if one has the fortune of having an army of talented Black Belts but a brokenChampion support system, the program can fail in a heartbeat. Again, if both are present and yet, executive support is absent, then that can lead to disastrous results for a program as well.The role of a consultant is potentially huge in this case. The superior knowledge basecan be helpful in foreseeing roadblocks and addressing them at the very outset. Speed Can Be An Illusion

One common trait of all change initiatives is that they go through a series of necessarysteps that have their own lead times. Failing to recognize this fact often leads toskipping essential activities that only create an illusion of speed and never producesdesired results. Sustaining A Shared Vision

Most executives do a good job of communicating a strong sense of urgency to effectchange and move people out of their comfort zones. This often launches a flurry of activities in the right direction to start with. However, sustaining the quality and levelof activities is a different ball game. For the abstraction that is called business, itrequires more than organizational structure, incentives and job descriptions to have amultitude of people work in a concerted manner towards a common objective -- itrequires a shared vision. It is one, in which everybody has a role to play, everybodyclearly understands his or her role, and everyone knows "what is in it for me?" Having a shared vision and communicating it well are essential in galvanizing aworkforce to come together and stay together, during the process of change. New Vision, Old Contraints

Doing the same old thing and expecting different results is the definition of insanity.As much as new tools and a new roadmap empowers people to do things differently,systemic constraints -- be it...
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