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The most common mistake by
management and executives is failing
to consider the human element of
change. It is not sufficient
to say "this is how it's going to
be, deal with it". It is vital
to recognise that the employee does
not have a responsibility to manage
change - the employee's
responsibility is no other than to
do their best, which is different
for every person and depends on a
wide variety of factors (health,
maturity, stability, experience,
personality, motivation, etc).
Responsibility for managing
change is with management and
executives of the organisation -
they must manage the change in a way
that employees can cope with it. The
manager has a responsibility to
facilitate and enable change, and
all that is implied within that
statement, especially to understand
the situation from an objective
standpoint (to 'step back', and be
non-judgemental), and then to help
people understand reasons, aims, and
ways of responding positively
according to employees' own
situations and capabilities.
Increasingly the manager's role
is to interpret, communicate and
enable - not to instruct and impose,
which nobody really responds to
well.
Unfortunately there are
relatively few managers with
adequate change management skills
able to effectively support the
successful implementation of a
simple project, let alone a
transformational one.
We believe our experience and
expertise in managing change, if
utilised from the early stages of a
change project/programme will bring
tangible benefits significantly
increasing the chances of success.
Below are some common examples of
change drivers - each in their own
way different, but all have
significant effects on people and
their approach to the organisation.
Manage this well and your changes
will be a success ...
Examples of Change
drivers |
