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justice makhado
Management Consultant, South Africa
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Are we Managing Change or the Perceptions about Change?
Are we even managing change or are we managing employee feelings about the change?
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Here we exchange knowledge and experiences in the field of Organization and Change.
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Gary Wong
Consultant, Canada
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Managing or Leading Employees I believe we manage things and inanimate objects and we lead people. That's because we cannot control other people's attitudes, feelings, behaviours; we can only influence them to act in a way that's desirable to us.
As a change leader, we first appeal to their emotional need for change, set a future state vision of change, and describe the initial steps to start down the different path. This is the communication side.
We also must give them reasons to believe change can be executed. This means enabling the employees with time and money to participate in the change.
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Leutloela, Lesotho
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Managing Change or Employee Feelings About Change? Yes on appeal to their emotions and giving them reasons, but we should also empower them by asking them to read theories of change so that we do not test our choices on them but rather we all participate with the same or equal level of knowledge.
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Gary Wong
Consultant, Canada
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Empowering by Reading Theories of Change Leutloela: I agree with your comment. I provide change theory material and testimonials in the initial steps.
Belief that change can be executed comes from acceptance and feeling they are empowered to make the change happen.
Besides decision-making authority, empowerment includes the power to spend time and money to achieve the vision of change.
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Julius Tubili
Interim Manager, Zimbabwe
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Managing Change Gary; your change management tact is spot on, I will try it.
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justice makhado
Management Consultant, South Africa
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Managing the Perception Towards Change Thanks for your responses, very thought provoking,
I always say to candidates: change always starts with an individual. You should not spend time waiting for others to change. You must look at yourselve and make the commitment to change and things become easier as they move along with the change.
So that means we 'sell' this notion to candidates and show the benefits of the change to themselves and to the organisation.
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Gary Wong
Consultant, Canada
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Change Starts with Self Justice: your comments are totally accurate. When we start change with self, we practice what is called the inside-out approach. This is also reflected in habit 1: be proactive in the 7 habits of highly effective people.
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Lawrence Gqesha
Analyst, South Africa
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What are we Managing We manage the processes and lead the people. People should change their attitude toward change in order for it to be effective. Support systems or methodologies should be in place to provide support to the people, environment and change.
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Dr. Luis De La Cruz
Professor, United States
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Managing People Who Execute Change People, structure, environment, and culture stimulate or depress innovative organizational change according to O'Sullivan and Doodley (2009).
These four factors require the influence of a team-oriented leader in a central position who respects the culture, offers incentives, and shares a vision of the aftermath of change completion to stimulate people to adopt and participate in a changing process.
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Caroline A Vine, United Kingdom
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Change may be Unwelcome, but is Necessary The one thing that's consistent in business is change itself. If we don't change we don't evolve and get left behind. Gone are the days when we could remain status quo and don't change as everything else around us is changing.
Change may be unwelcome at times but it is necessary. If you can develop a change culture then you are way ahead of the competition. Resistance to change leads to many failings in the long run.
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justice makhado
Management Consultant, South Africa
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Are we Really Managing the Change What then do we do with those who won't change, as the longer they are part of the group considering to change, the riskier it becomes as they will definitely campaign against the change.
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Liz Luciano
United States
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Managing Change @Gary Wong: Gary I agree, people should be led - not managed. Influence happens by example and communication and considering emotions is the beginning of effective communication.
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Dr Gary Jones, Australia
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The Elements of Change There are many elements to change and certainly employee resistance rates highly as a conditional element of success. Whether frame-breaking change that can leave employees fearing of what the future may bring or incremental change that can upset the balance of power through redistribution of resources and structure making some employees skills and experience more desirable - there are 3 problems and all of these need to be managed:
1) Resistance to change
2) Org. Control and
3) The problem of power.
Each of these elements may result in a win lose situation of conflict between employees. This is where the interpersonal management skills lie to diffuse these situations.
But prior to this the vision of the change must be well developed, implementation procedures in place (and this is where employee resistance can be abated by having the employees involved in this planning process), timetabling and regular update (formal and informal communication). "Plans are nothing - planning is everything." Dwight Eisenhower.
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bharat lal
Director, Nigeria
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Change Management and Leadership Managing change is when it has become a necessity, so it is planned and acted upon as per perception/requirement. This becomes then a "management process" and should deliver results accordingly.
Change has to be led and hence to be anticipated, visioned and planned through complete involvement of people. Successful, effective change is a "leadership process" and can be implemented by leaders only.
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TSE Pak Hoi Isaac (Dr.)
Professor, China
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Bottom-Up, Non-linear Change We could plan and wish to execute linear change, step by step and know when elements we need before we start the implementation. More often, practitioners find that the necessary elements do not assemble together ready on designated time.
If we come to bottom up change, which starts from the majority of self, it becomes nonlinear and the outcome unpredictable. We cannot manipulate these non-linear change per se, we manage the peripheral conditions that facilitate change and wait to see how the whole picture unfolds in the long run. Change that sustains last.
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Ivan Kohlinsky
Management Consultant, Guernsey
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Managing Change and Managing Employee Feelings About Change The behavioural science side of change is definitely one of the important sides of change management, besides of course, the technical and process (re) engineering sides etc. One useful visualisation of this that I remember is a picture of a stick man attached by rubber strings of different thicknesses - some pulling him to the right (things pulling him towards the change) and other rubber joining strings attached to his left side (motivations etc pulling him towards not going along with the change..
By labelling these rubber strings/forces, and sizing them one can see what negatives to deal with to get employees 'on side'/motivated (e.g. negatives have to work harder... Do things I didn't do before, fear of unknown) and positive change things that help one..(more satisfying job for employees, chances of promotion, more money etc etc.
I can't remember what this tool was called, but naive as it seems, it helped to focus on how one takes employees with one on the change.
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Jaap de Jonge
Editor, Netherlands
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Tool to Visualize Behavioral Change Hi Ivan, I believe you're referring to (a variant of) Force Field Analysis?...
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Luis cupenala
CEO, South Africa
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Managing Change or Employees? Change is a natural process that depends mostly on the external environment of the firm.
Management skills enable managers to benefit from those external changes as well as to mitigate the impacts of...
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Caroline A Vine, United Kingdom
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Managing Change and People in case of Privatisation If the culture of the organisation has not had the previous risk of competition due to it being a public sector and it then becomes a risk - there is a lot of change that needs to be managed. The cult...
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TSE Pak Hoi Isaac (Dr.)
Professor, China
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Privatization is a Radical Change in Organizational Design Model @Caroline A Vine: why privatization? To crack the truth and be genuine, to tackle collective performance inefficiency, sinecure of staff here and there, cover up if not as bad as forgery of documents ...
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Gary Wong
Consultant, Canada
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Privatization is Another Type of Business Model @Tse Pak Hoi Isaac (Dr.) and @Caroline A Vine: It's my belief that the org design model is at the operational level - the how to organize key people and resources to get what for why reasons. The priv...
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Sabine Pitcher, United Kingdom
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Managing Change or Employees' Feelings? You are spot on with your question... Managing change means managing the people affected by it. And that means trying to manage their perceptions and expectations - which is near impossible to do succ...
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Jacqueline Gargiulo
United States
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Change versus Transition I have been researching current thinking, and it is less about managing change - it just happens, than supporting individuals through the transition.
Sabine, I challenge that idea. I, for one, actua...
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Sumudu Dissanayake
Manager, Sri Lanka
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Sustainable Change Until the Change Changes We can not achieve sustainable change without changing the thinking of employees.
Any change is only valid until somebody challenges the change by another change. Suh challenging can be done by yours...
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Louis Liu
Manager, China
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We Should Think About the Meaning of Change to Different People I know in some case, people even resist some good changes. There is no misunderstanding, wrong info, fear etc... They just do not want it.
If people feel the change means nothing or is meaningless or...
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ADIGUN TEMITAYO
Project Manager, Nigeria
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Change is Constant and Change Drive Improvement I have come to know over the years of my experience that there should be no control over change. Because without change there can't be any form of improvement. And the ability to carry as much people ...
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