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Change Management articles
We in Corporate world, in HR profession, as Trainers, Coaches and Mentors have written, read, discussed, debated and talked a lot about "Change Management." Let's go a step back, what about initiating the change? How often we feel comfortable, even at the thought of it?How often did you hear people using any or all of the following phrases or complains:
The system is corrupt;
The government is not efficient;
There is a problem in the process;
This or that method is not working;
The work environment is not good;
My job profile is not challenging;
My boss is not good… so on and so forth.
Well, if you are not comfortable with anything or don't like anything… JUST CHANGE IT.
The sea change that most businesses face today is increasingly becoming the norm rather than the exception. The change is driven by globalisation, technological and social dynamics. Hovering around the status quo is like a cancer stricken person waiting for his condition to get better. If you continue doing the same, things are not going to get better. There is a saying that you cannot teach old dogs new tricks. To survive in today’s competitive market, old dogs need to be taught new tricks.Do you want to succeed in developing and maintaining your needed strategic alliance, collaboration or partnering relationship? Then you must be ready to overcome the pitfalls and roadblocks before they arise-before they kill your alliance. Three of these such pitfalls are: Goals, Facts and Procedures Based.This article simply provides ideas compiled from some the industry leaders in change management on how to manage change and minimize resistance.he difference between making decisions as a victim or as an accountable leader can be significant and have great impact on business results. This article defines what it takes to act as an accountable executive leader and offers some solutions for operating from the accountable stance. Operating from an accountable standpoint offers obvious advantages to any organization: commitment, sustainability, improved teamwork and bottom line performance.The old paradigm that brought prior success had changed, but the company was unable to change the internal culture to match the external drivers. Soon the company was unable to meet goals and frustration spread. The old culture became a liability to their success, but the old rewards stayed in place and no new awards for teamwork and collaboration were put in place. It has taken this organization years to adapt to the new working environment. They still struggle developing teamwork and alignment over internal competition.If you do not know what the box looks like, how can you think outside of it? What do you mean, "Think outside the box?" You must define the context and expectations in which you operate. That is, clarify the scope or limitations of the vision for your business. Without that context, you will discard many good ideas as not relevant. Many other ideas never even surface because they seem too small or too big.The Bible said that: "The truth will set you free." Indeed this is true and realistic. When you are lying, you have to remember what was said earlier in order to remain consistent. You lose credibility immediately with your staff when they learn that you have been lying to them.Nowadays, downsizing, delayering and outsourcing are the normal regime of corporate life. It is important to communicate honestly to the staff throughout these trying events. When dealing with difficult matters, 'honesty is the best policy.' It is unethical to sugar coat, mislead or lie to the staff concerned. They will eventually come to learn the real situation. Any mishandling of the outcome can create distrust, sense of betrayal and loss of confidence in the management.When you drink deeply from your canteens of resilience you learn not only how well you prepared, but how well you planned for refilling your reserve.One of the lessons learned early on in the disaster field office is referred to as “span of control”. Span of control is a two-dimensional concept of personnel and project management. Span of control dictates both the breadth and depth that an individual leader may effectively exert control and leadership.
The question of how to handle working in a multi cultural environment, how to handle conflict issues regarding diversity as well as how to communicate effectively with a diverse group in which you are not accustom lies in essential communication internally. Many cultures have different points of view, and translate meanings and objectives differently.Helping people realize their potential as leaders means clearing a path for them to grow, but it also means identifying what they need to work on in the current job. This is where leadership gets very personal. There's no substitute for ongoing face-to-face dialogue with people about what's going well and what isn't. You can't let fear of their response undermine your know-how in helping leaders grow and improve.How do you stop the best people from leaving your organisation?Customer Relationship Management Systems is a tactical and strategic tool. If used correctly, this tool can forecast trends and help a company with the top and bottom lines. Today, many businesses do not look the same as they may have many years ago. They have definitely left their core competency to move onto something more profitable. The internet and information technology have made that possible.Have you ever noticed that just when you think you may have found a solution to a problem another problem emerges? Then when you fix that problem, you find yourself back to your original issue? Well perhaps you never had a problem that could be solved in the first place. You may have been dealing with a dilemma or a "polarity" that simply needed to be managed!As the landscape in this industry gets more and more competitive, turf wars crop up, oftentimes within organizations, and the disruption adds to the downward spiral of sales and profits. If you are experiencing turf wars in your company, identify which combination of the following six causes are the ones you need to immediately address.In their book ‘The Machine That Changed the World’, published in 1990, Womack, Roos and Jones identified the characteristics of automotive companies that have achieved a sustainable competitive advantage by adopting a different management ‘style’. They described these companies as ‘Lean Organisations’ because they consistently achieve more with fewer resources, and exceed their customer’s expectations.Some companies' Achilles' heels are their accounts receivables, poor credit control or weak administration of credit policy. These weaknesses can smolder the companies of their vital lifeline - cash flow causing them to asphyxiate.Turnaround managers have to operate under very tough environment. In some instances, he or she has to make bold decisions based on very little information. All decisions will result in consequences, whether these are positive or negative. His decisions are based on his value system that is his personal beliefs, connections and other influences. You are where you are because of the various decisions taken in your life.
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