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IN Part 1 of this three-part series on Change Management, we briefly looked at some of the inherent challenges, and then outlined two popular, useful change methodologies.
In this final article on change, we want to step back and look at some practical realities. There is a very interesting article on Change Management (The Inconvenient Truth about Change Management by Keller and Aiken) that I believe every manager interested in improved success in this area should read. Persons being required to change must understand the rationale for the change so that even if they do not fully agree with it, at least they are willing to give it a try. When leaders and role models in the organisation display the desired behaviour towards the change, then it is easier for others to fall in. Inconvenient Truth: To get leaders to display the desired change may be anti-intuitive since they would have to admit to the presumption that they were "a part of the problem".
The required behaviours must be reinforced by implementing the appropriate enabling structures and processes. Inconvenient Truth: Linking change only to monetary rewards may not only be expensive, but it may not even work!
Dr Kenroy Wedderburn, JP, is a part-time lecturer on the MBA programme at the University of Technology, Jamaica.

As indicated in the previous articles there is a plethora of information easily available on the subject. The article reviews a change model and looks at the overlooked pitfalls, referring to them as "inconvenient truths". This may be tricky to understand, but it boils down to the psychological difference between a social transaction and a monetary transaction. Sometimes it will only take some psychological tuning since the new task may be doable, but fear is inhibiting the ability to perform.
Please understand that comments are moderated and it is not always possible to publish all that have been submitted. There are several change management models available and well suited for use - but to simplify your choice, the MBA Forum recommends the 8-Step model developed by Kotter for you to study and follow. The good news is that more MBA programmes are now including change management as one of their courses, and also nearly every manager is now familiar with the tired cliché that "change is the only constant".
Sometimes the leader may very well know that the change to be undertaken is the single, only possible option available. Some comments may be republished on the website or in the newspaper – email addresses will not be published. Yet still the statistics about the results of transformative efforts stubbornly cling to a 70 per cent failure rate.

Even then, the leader needs to be skilful enough to be able to guide the employees down the pathway to discover this fact for themselves. A daycare centre is trying to introduce a change to get the parents to stop coming late for their kids. There may be other issues, like if there is a time gap between the training and when the change is implemented, like for example, if you are trained to use a computer system three months before its deployment. Another issue is if training only utilises a classroom setting, research indicates that there may only be a 10 per cent retention! Also, I have come to realise that if you are able somehow to get employees to own the change, they will also be committed to it. This is because previously there was an understanding (a "social norm") in place, and parents rushed when they were late and felt guilty about being late. When the fine was imposed - some parents chose to come even later, paid the fine, and had a guilt-free conscience!

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