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06.05.2014
People change when it is too late or almost too late:Most people will not change until they face disaster, catastrophe or certain peril. Be inclusive, seek buy in, embrace collaboration but in the end change anyway: Ideally change will come as the result of everyone in the organisation feeling ownership for the change process and will give it 100 % support and buy in. Expert advice, ideas, innovation and inspiration for all sports coaches and team managers - from 'grass roots' through to elite and high performance levels. Waynes coaching, thinking and teaching have influenced some of the World’s leading athletes, coaches and teams. This is a blog by Harald Schirmer reflecting on some of the latest thinking on leading change. This blog helpfully summarises some of the latest thinking about change management versus leadership of change and the rising influence of networks as opposed to hierarchies as levers for change.
We seek to curate knowledge on change and transformation from across the globe, so we often post content that was created by other people. School for Health and Care Radicals is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
The amount of change taking place in organizations in the last few decades has been phenomenal. Hence a change manager’s job is to prevent and manage resistance to change, maintain the productivity, control the attrition, all the while producing desired result for the business. Action – Once the readiness of the stakeholders is established, the transition activities begin.
Maintain - Once the new system is put into place, the team needs to get into the habit of aligning it’s activities around the new system. The business leader needs to gather information, establish milestones and measure progress at each of the steps listed above through surveys.


People aiming for change management jobs should be prepared to maintain complete objectivity and not to force changes upon the employees. What Is The Smart Trainer?A one stop free shop for Management, Career and Training related advice. There is a natural energy to change and people will embrace it and become part of it if they understand it.
But, in the end, if you are a leader, a senior manager or someone who is accountable for the success of the organisation, you have to change anyway. No content can be copied, re-printed or used for any purpose without the expressed written consent of the copyright holder. He is an inspirational speaker and presenter who is able to educate, entertain, challenge and engage audiences of all ages. Early in his piece, he asks the question: “Is change management – as we know it – still the best way to “drive change”? It gives a sense of someone deliberating about his own practice and asking more questions than providing answers. We always seek to do this in a way that respects the work of other people and acknowledges the source of the content.
Initiatives like business process re-engineering, HR Outsourcing, Technology upgrades, Mergers,Acquisitions etc.
In fact in a survey done by Mckinsey Quarterly for executives from around the world, only one third said that their organization could successfully achieve a step change in performance.
Regular training and communication meetings are important to resolve all the difficulties which are encountered. That is the only way to improve the effectiveness of the change process without causing damage and mistrust among your employees.


I don’t think that change is something you can manage in a technical rational way, with predictable outcomes.
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But Many project leaders do not understand how crucial the people side of the change is, until the plan starts to go haywire because of underlying resistance in the employees.
Unless there is a clarity on the needs of the stake holders, the long term business strategy, business model and a clear vision, the entire exercise will be directionless. Continuous trouble shooting is essential to keep the employees interested and committed to the change process.
I also have an abreaction to the concept that leaders can “drive” change as if it were a vehicle. Staff surveys and regular communication forums are conducted to answer doubts and problems and reassure the people of the upcoming changes. Unless the readiness and reactions of stakeholders is given a high priority, eventually the initiatives will slow down or stop all together.
These concepts come from an era of change practice where change is “rolled out” from the top of organisations and often imposed on people, where people who don’t join in are labelled “resisters” and usually, the change programme doesn’t achieve its objectives.
Even comparatively small change management in projects like launch of a new product or 360degree feedback implementation can be really frustrating. Nevertheless, as we all know what everyone has said at least once, change is essential for any progress to happen.



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