Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If IOM force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, has to clarify: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react out? How much of this change can we achieve ourselves, and what parts of the change
do we need help with? These aspects also relate strongly tithe management of personal as well as organizational change.Do not sell change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless IOM aim a failure in future when IOM least expect it.When people listen to a management high-up 'selling' them a change, decent diligent folk will generally smile and appear to accede, but quietly to them, they're thinking, Instead, change needs to be understood and managed in a way that peoplecan cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence.Check that people affected by the change agree with, or at least understand,the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change.Use face-to-face communications to handle sensitive aspects of organizational change management (see Mehrabian's research on conveying meaning and understanding). Encourage managers to communicate face-to-face with their people too if they are helping IOM manage an organizational change. Email and written notices are extremely weak at conveying and developing understanding.If IOM think that IOM need to make a change quickly, probe the reasons -is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change?Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.For complex changes, refer to the process of project management, and ensure that IOM augment this with consultative communications to agree and gain support for the reasons for the change. Involving and informing people also creates opportunities for others to participate in planning and implementing the changes, which lightens burden, spreads the organizational load, and creates a sense of ownership and familiarity among the people affected.
See also the excellent free decision-making template, designed by Sharon Drew Morgan, with facilitative questions for personal and organizational innovation and change.
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- Three '17
- Management, IOM