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One of the quickest ways to develop
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Leadership -
Organizational Change |
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Organizational
Transitions - Six Critical Things to
Remember
By
Rick
Maurer
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Many
major organizational transitions are
often difficult to manage and end up
badly. Merger integration,
reorganizations, or any other major
initiative that requires a significant
amount of change, can fail.
Does this scenario sound familiar? You
announce a major change. It looks like
things are getting started on the right
foot and then slowly the plans begin to
fall apart. People go through the
motions, so it seems like you are making
progress. Then you realize that nothing
new really is happening. People are
finding inventive ways to work around
the new system.
It doesn't have to be that way. Here are
some things to consider.
You've got a choice, people can either
support change - act like leaders, find
ways to make the transition a success -
or they can resist. They may resist
loudly or quietly, but in the end most
of the energy goes into working against
the very goals that could make this
initiative a success.
Choose Support over Resistance
You've got to understand why people
support or resist change. There are
three reasons people resist change.
Level 1: I don't get it. Level 2: I
don't like it. Level 3. I don't like
you. Any of these can slow or kill a
change. They are that serious. The good
news is that what you need is the
opposite of these three - they need to
get it, like it, and trust you.
Your organizational transition plans
right from the start need to focus on
these three levels. You must ask
yourself, what impact will our actions
have on Level 1, Level 2, and Level 3?
Just that simple act can save you a lot
of grief. I have seen leaders tweak
plans or decide to involve people more
deeply based on their best guess of what
might happen at the three levels.
Why Before How
People need to see why this change is
critical. This involves all three
levels. They need to understand it
intellectually, they must feel the need,
and they must trust the person telling
about the change. And you may need to
provide reminders of “why” this is so
important throughout the life of the
change.
Expect Sadness
Even when people are excited about the
changes, they still may be sad,
confused, and resentful. These feelings
go with the territory. Your job is to be
patient.
But, sometimes these same feelings
signal a deeper fear or concern. They
may not “like” the change or trust that
you're the one to lead it. In these
cases, waiting for the waters to calm
will not serve you. You need to get
people involved.
Involve People
People are more likely to support and
give full commitment to organizational
transitions that they have a hand in
creating. There are many places to get
them involved:
• In determining the new direction
• In helping create the new systems,
structures, and procedures for how the
work will get done
• Providing you feedback (that you
actually take to heart) throughout the
implementation process
As a general rule, the deeper you get
people involved, the more support you
can expect.
Leadership
Leaders must pay attention to the human
side of this transition. They need to
communicate clearly and often. People
need to know what's going on - even the
bad news. We hate ambiguity. Without
real information, people will make
things up.
And leaders to demonstrate their
commitment to the transition throughout
the change process. They can't falter.
If they do, it sends a signal that this
change isn't really all that important.
Rewards
Find ways to acknowledge and promote
wins along the way. This shows people
that 1. this new behavior is what you
are looking for and recognizing, and 2.
shows them that the change is possible
and does have value.
I wish you well. |
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Article Source :
http://www.bestmanagementarticles.com
http://change-management.bestmanagementarticles.com
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About the Author :
© 2008. Rick Maurer. Rick is author of
many books on change including Beyond
the Wall of Resistance and the Change
without Migraines™ Formula. He is an
advisor to leaders of organizations on
ways to build support for change. His
web site
www.beyondresistance.com includes
many free resources. His blog is
www.changemanagementnews.com.
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