2.
is the process of
helping individuals
and organization
transition from the
current state to the
desired state.
3. Understand the present
1.
Take the time to ask questions to understand where the
culture of change presently stands. Examples of questions
great managers of change are consistently asking to ensure
the success of change are the following:
◦ Do employees understand the difference they make at work
everyday?
◦ Are there strong relationships between employees and
management?
◦ Is there an environment of openness and trust?
◦ Is there an understanding of mission, purpose, beliefs, and
business goals?
◦ Do we have an environment of learning, growth, and
empowerment?
4. 2.
Recognize That Change Management Culture
Starts at the Top
As a leader, you set the tone for change
management. If you express or show a
negative attitude towards the change, the
culture for change will have negative results. If
your attitude towards change is positive, then
the culture for change will have positive
results. Constantly communicate the positive
overall results from the change and how the
employee will benefit from this change.
5. 3.
Give Your Employees the Tools for
Successful Change Management
Make sure your employees have the tools to
successfully implement the organizational
changes.
This
could
include
training,
technology,
and
additional
management help to remove barriers to
successfully implementing the changes. Be
mindful that with the changes there are new
relationships being developed. As the change
leader, monitor what work relationships are
working and what relationships are not working;
and take the appropriate actions to remove any
relational barriers to your employees’ successful
completion of the plan.
6. 4.
Successful Change Management
show
active and visible support, both privately and
professionally
ensure that the change remains a priority
demonstrate their commitment as a role model of
change
provide compelling justification for why the
change is happening
communicate a clear understanding of the goals
and objectives of the change
provide sufficient resources for the team and
project to be successful
7. 5.
Build a Change Management Community
Build a sense that we are all in this together
and that if one person on our team has a
challenge adapting to change, we all have a
challenge adapting to the change. Build this
sense of a change team so that a positive
environment for change and innovation is
developed. It makes the road to change so
much easier.
8. John P. Kotter is a Harvard Business
School professor and leading thinker
and author on organizational
change management. Kotter's
highly regarded books 'Leading
Change' (1995) and the follow-up
'The Heart Of Change' (2002)
describe a helpful model for
understanding and managing
change. Each stage acknowledges a
key principle identified by Kotter
relating to people's response and
approach to change, in which
people see, feel and then change.
