background preloader

10 Principles of Change Management

10 Principles of Change Management
Updated: 10 Principles of Leading Change Management This classic guide to organizational change management best practices has been updated for the current business environment. To read the newest article, click here. Or, to watch a related video, click on the play button above. Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. This presents most senior executives with an unfamiliar challenge. Long-term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Many senior executives know this and worry about it. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Author Profiles: Related:  c1han

Managing Organizational Change - Encyclopedia - Business Terms | Related Terms: Organizational Growth Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Organizational change initiatives often arise out of problems faced by a company. But organizational change is also resisted and—in the opinion of its promoters—fails. Students of organizational change identify areas of change in order to analyze them. Technological changes are often introduced as components of larger strategic changes, although they sometimes take place on their own. Education and communication are therefore key ingredients in minimizing negative reactions.

Leucke (2003) Managing change and transition Generation X and The Millennials: What You Need to Know About Mentoring the New Generations Which of the following means the most to you? Elvis joins the Army. Jimi Hendrix dies MTV debuts. Your answer, of course, depends on your age—or more specifically, on the generation you belong to. Source: The Learning Café and American Demographics enterprisingmuseum 2003. Generation X: Declaring their Independence The 51 million members of Generation X, born between 1965 and 1976, grew up in a very different world than previous generations. At the same time, this generation expects immediate and ongoing feedback, and is equally comfortable giving feedback to others. Generation X saw their parents get laid off or face job insecurity. At the same time, Generation X takes employability seriously. Even more so than Baby Boomers, members of Generation X dislike authority and rigid work requirements. The Millennial Generation: Up and Coming Just beginning to enter the workplace, The Millennial Generation was born between 1977 and 1998.

The Emotions Series – Guilt and Regret “Make the most of your regrets; never smother your sorrow, but tend and cherish it till it comes to have a separate and integral interest. To regret deeply is to live afresh. Henry David Thoreau We’re a long way from Walden Pond; even Thoreau’s contemporaries rarely lived such a contemplative life, but let’s take some time now to ponder two inter-connected emotions – guilt and regret. Complex and deep, distinct in their qualities, both emotions are about loss. Guilt Since the 1960’s gave us the term “guilt trip,” guilt’s never been the same. A hundred years ago Freud created an internal iconography about guilt that had previously only been transmitted through religious doctrine. Although Freud, a brilliant explorer of the uncharted psyche of the late 1800’s, did not significantly advance his theories on the origins of guilt, recent neuroscience has shown connections between guilt and certain regions of the brain associated with anxiety and depression. Guilt is a complex social emotion.

Recognizing Organizational Culture in Managing Change Structural changes can serve as the initial intervention for shifting culture. By Mark Mallinger, PhD, Don Goodwin, MBA and Tetsuya O’Hara, MBA 2009 Volume 12 Issue 1 The dramatic increase in products, markets, enhanced technology, and robust competition has led to a dynamic global business environment. Companies that have flourished in the 21st century are those that have learned to respond to turbulence by managing change effectively.[1] Most organizations are aware of the need for change; however, the challenge lies in implementing strategies that stick. Photo: Pinopic The purpose of this article is to examine how organizational culture influences the likelihood of success for change strategies, and to provide tools for the reader to apply within his or her organization. Understanding culture can be useful in two ways. Measurement of Organizational Culture The 35-item ICF survey was initially used to collect responses from organization members. Goodwin Company Proposed Structural Changes

The psychology of change management Over the past 15 or so years, programs to improve corporate organizational performance have become increasingly common. Yet they are notoriously difficult to carry out. Success depends on persuading hundreds or thousands of groups and individuals to change the way they work, a transformation people will accept only if they can be persuaded to think differently about their jobs. In effect, CEOs must alter the mind-sets of their employees—no easy task. CEOs could make things easier for themselves if, before embarking on complex performance-improvement programs, they determined the extent of the change required to achieve the business outcomes they seek. But what if the only way a business can reach its higher performance goals is to change the way its people behave across the board? In such cases, CEOs will likely turn for help to psychology. Four conditions for changing mind-sets A purpose to believe in Reinforcement systems B. The skills required for change Consistent role models The outcome

Holman et al (2008) The Change Handbook: The Definitive Resource on Today's Best Methods for Four Generations - One Workplace -- Can We All Work Together? - Perspectives - Inside INdiana Business with Gerry Dick Multiple (4 to be exact) generations working together in the business world. In our personal lives we have always had individuals within the family unit that represent many generations (at least 2 if not 4 or 5). Therefore, most people know how to relate and communicate with people from other generations to accomplish goals and make decisions on a personal level. Then why (you may ask) don't we just carry these skills over to the workplace? Perhaps it is because the line of authority and ultimate decision maker is clearer in the family unit than the business environment, maybe it is because rarely, if ever, is the youngest generation in a position of authority or power over the older generation, or maybe it is because the multiple generations in a family often share the same basic value system. So who are these 4 generations? * Radio Babies: born 1930-1945; conservative, fiscally prudent, and loyal to their employers. 1. 2. 3. 4. 5. Tiffany A.

Social Media Can Play a Role in Business Process Management - Mark Pearson by Mark Pearson | 11:00 AM January 7, 2013 Today, organizations need to be able to execute at the pace of global volatility. Those that can adapt to trends, preferences and issues ahead of their competitors can create a defensible advantage. But you may not be able to do that unless you can get real-time market data and rapidly align your organization to the new priorities and practices. Too often, old, legacy processes prevent companies from having that agility. Fortunately, social media offers us a chance to improve the communications supporting process improvement. Social tools can make the “process of process management” much more nimble, by delivering information to process participants about improvements needed for operational processes. Social media can also be an excellent tool for bridging the gap between external networking and internal integration. Transparency has long been an ingredient of the success of process-driven organizations.

How SAS Became The World's Best Place To Work Trust men and they will be true to you; treat them greatly and they will show themselves great.--Emerson Ahh-choo! If your phone is ringing off the hook these days with employees calling in sick, you should know that the outbreak of influenza that’s wreaking havoc across America will by no means prove as undermining to your organization’s productivity as the epidemic of employee dissatisfaction that took hold in business long before this flu season began. How bad is it? After checking the vital signs of U.S. workers late last year, prominent research organizations declared an outright crisis. Specialists at the Conference Board calculated that over half the U.S. population now hates their job. What’s now fully understood is that traditional remedies to disengagement no longer are effective. The common prognosis now is that employee satisfaction and commitment cannot be restored to full health until leaders adopt more supportive management practices. The question now is, how?

Change Management - Change Management Training from Making Organization Change Happen Effectively © iStockphoto/jpsdk Change management is a term that is bandied about freely. Sometimes it's a scapegoat for less than stellar results: "That initiative failed because we didn't focus enough on change management." And it's often used as a catch-all for project activities that might otherwise get overlooked: "When we implement that new process, let's not forget about the change management." It's a noun: "Change management is key to the project." But what exactly is it? Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved. The focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. Understanding Change Management In order to manage change successfully, it is therefore necessary to attend to the wider impacts of the changes. Who's Responsible?