The key to initiating change within your company will be to ensure management is dedicated to the cause
Change management seems like a fantastic thought – after all, in company and life, change is inescapable. Why shouldn’t companies decide to alter after work towards attaining that aim?
He cites one government department where most senior managers had almost no dedication to the change which was mandated from above, he analyzed. “We were stunned by the way the persons and aspirations weren’t aligned to just what the organisation was attempting to give,” Johnson says. “The things which were important to all those persons were entertaining and enjoyment, socialisation and fiscal security. It had nothing related to the assignment of the organisation. That particular group of supervisors were not in any way employed in what the organisation was attempting to give.” Johnson says this occurs too frequently. “You see evidence where it works extremely well but you see an excessive amount of evidence where it hasn’t worked,” he says. In addition, he warns against change plans that sabotage the organisations core values, which may result in employee resistance. “If the change initiatives are coming from senior management, there must become an actual communication of the conditions the organisation is facing – why the change is essential and why the planned change is suitable – and then admitting them as persons,” he says.
Among the works most distinguished management thinkers, John Kotter, has found 70 per cent of important change programs in organisations fail because supervisors aren’t prepared to do what is needed to see the procedure through. In his own book Leading Change, Kotter says: “Over the past decade, I’ve observed more than one hundred companies attempt to remake themselves… “All of the corporate change efforts have been quite successful. A few have been complete failures. Kotter says managers must produce a guiding coalition for a team to direct the change effort. They should remove obstacles to change, or change systems that sabotage the vision. They should support non-traditional and risk taking ideas, activities and actions. They ought to focus on short term wins and recognise achievements.
Charmine Hartel, a professor of organisational behaviour in the University of Queensland Business School, says workers will welcome change if it’s properly managed. “Its often stated that people don’t like change and that’s just not accurate,” Hartel says.
Hartel says badly handled change management plans leave people skeptical and disengaged. “The company isn’t performing well, so what would you really do? you spill a group of people out and you acquire some new ones, but you’re likely to get to do the same change afterall. “If your not taking good care of your own present individuals, its not their problem, its your problem of being unable to inspire and employ these folks. You’ll create exactly the same issue several years down the track.” For this reason many change managers frequently must deal with veterans who say they have seen everything before. “If you managed well in the first place, then the sole sort of change would entail transferring the organisation into a higher plane and folks could be part of this,” Hartel says. She says to produce an even more engaged workforce, one more probable to adopt change, supervisors should supply high quality comments, give tons of training and development, lead by example and foster admiration and cooperation. Otherwise there may be no effective change.