There are many reasons why this happens. For one thing, change can come in various forms. Some people may choose to take radical measures and completely overhaul their company or organization by bringing it down to size with downsizing. A different strategy might involve re-shaping the entire corporate culture and structure of the organization into something completely new so that the company can be entirely focused on providing service to its customers.
Step 1: Get Buy-in First
Once employees understand that real change can happen through innovation and experimentation, this makes it easier for them to commit to the process of change without being afraid of the consequences that may accompany it. This also helps to build employee confidence in the plan of action ahead. They know, at least theoretically, that there is a path forward in which they can explore the vision of who they want to become if they are willing to put all of their effort into that endeavor. (This may seem self-evidently obvious but sometimes this simple concept is lacking.) If the employees who make these kinds of efforts are only interested in making themselves look good, then it will be very difficult for companies to really foster their own growth. So, to start instituting change like these people need to be convinced that they are part of the solution to improve their organization. Once they get that sense of urgency from top management and gain buy-in from other employees, they will naturally respond to their leaders by asking questions as to why they are willing to go through with the change.
Step 2: Find out What you Don’t Know About the Situation
Once people feel confident of their ability to implement their idea, it is important that they take the time to do an assessment of what else may be happening in the current state of affairs. Perhaps the manager/owner of the decision maker has been giving too much lip service to such an idea and only now is he or she realizing that maybe this approach isn’t practical or would cause resistance to others. After some thought, the managers can make some suggestions about what might help the situation. For example, the manager may suggest that the department head is just taking the initiative to try to find the right mix of resources to help the project accomplish their goal. By suggesting such a suggestion, one of two things can happen. First, the department head may see the opportunity to get involved at any step and therefore find it unnecessary to reach out to the chief of staff before attempting to make a real impact. Second, the leader of the departments will realize that they shouldn’t waste valuable time on this type of activity and decide that it is best to seek outside assistance. Either way, once the managers have identified the information gap between them and the person responsible for implementing the change, they should make sure that this knowledge becomes available to the decision makers at every level and within the overall organizational structure.
Step 3: Decide Where and How you Want to Begin
Once everybody has agreed with the implementation plan, the next phase should focus primarily on figuring out where they want to begin. Whether they will use a combination of both individual meetings and internal meetings will depend largely on what they deem necessary. On the individual level, each of the individuals in the department will meet individually with their manager or senior leadership member to discuss the project and discuss how they are personally involved in the implementation. At the same time, group meetings are held to develop strategies and plans for implementation, review data collection and reporting procedures, and determine key milestones for achieving objectives. Each of these types of meetings should consist of more focused discussions than those held in face-to-face settings, especially since these meetings provide more opportunities for people within the organization to connect directly with one another.
Step 4: Make a Commitment to Follow Through
The final step involves finding a single voice to inspire all the actors to follow through with the project and to make commitments. Whenever possible, people should be encouraged to stay involved throughout the entire process with ongoing weekly status updates and reminders to keep pushing the boundaries of their comfort zones to make sure that what is being proposed does ultimately live up to their full potential. Since communication is critical, a formal announcement of coming together should be made. People should sign formal agreements or memoranda to confirm their commitment to moving forward with a given project. The fact that they feel that there is the potential to improve the situation is a powerful motivator that can serve to reinforce the resolve of those who remain committed to following through.
Step 5: Establish Accountability and Ownership
If there is a commitment to the cause and those that were affected by any decisions that led to the change, it is essential that every participant should realize that they are accountable to the purpose of the whole undertaking. All workers should be reminded that they are expected to participate and assist in identifying and addressing issues that are causing friction and hindering the achievement of the vision. They should not view any criticism of the work being done as unhelpful or inappropriate.
Conclusion
In conclusion, instituting change in an organization can be a complex and challenging process. However, by following some unique tips, you can increase your chances of success. These tips include: clearly defining the problem or opportunity that the change is intended to address, involving key stakeholders in the planning process, communicating the vision and rationale for the change to all employees, providing resources and support for employees to adapt to the change, and continuously monitoring and adjusting the change process as needed. By following these tips and being proactive and strategic in your approach, you can effectively drive positive change within your organization.
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