Did you know that many organizations struggle to achieve their business goals and targets when implementing change? This is mainly due to the significant challenge of getting employees to embrace something new and integrating change processes and tools into the overall project management framework. Without proper support, change efforts can lead to failure. Organizations can increase their chances of success by taking the necessary steps to support employees during times of change.
In this blog, our change management expert, Mark Hordes, shares valuable insights into the building blocks of change management and his own personal insights on change.
When implementing change, it’s crucial to have a solid foundation in the key building blocks of successful change management.
Here are the four blocks to change management:
1. Preparation, Management, and Organization of Change: Learn how to effectively prepare for and organize change, ensuring smooth implementation and employee engagement.
2. Measurement of Change: Discover strategies to measure the impact and progress of change initiatives, enabling effective tracking and adjustment.
3. Understanding Change Resistance: Uncover valuable insights on change resistance and learn techniques to address and overcome it within your organization.
4. Sustaining Change: Gain practical tips and approaches to ensure that change is implemented and sustained over the long term.
The Five Sources of Resistance to Change
By understanding these sources of resistance and implementing appropriate strategies, you can effectively manage change within your organization, ensuring a smoother transition and increased chances of success. Explore familiar sources of resistance and ways to address them.
1. Lack of Confidence: People may resist change because they don’t think it’s necessary. They may have never gone through the awareness and understanding cycle to see why it would be necessary.
2. Fear: They’re not sure they have the fortitude, skills, understanding, and ability to deal with the change because they don’t know how to predict the future or manage it with and through other people.
3. Surprise: If the changes feel like a surprise, that can lead to some resistance. The exciting thing about surprises is the only time we really like them is when it’s a party. We don’t really like surprises. We don’t like it when we can’t understand what’s happening or going to happen.
4. Support: Do your employees have the support, the tools, the understanding, the training, and the active things we need to do to be more confident in increasing our results?
5. Control: Resistance can come from a feeling of a lack of control: I feel no sense of control over what is occurring here. It’s all being done to me, not with me.
Finding the Right Change Management Strategy for Your Unique Team
Mark shares powerful insights during the recommended webinar, Creating Change Management Capability: Experience Success,emphasizing the importance of adopting a flexible perspective on change. By highlighting the significance of aligning people, culture, and processes with the evolving business strategy, Hordes sheds light on the essence of change management. Additionally, he stresses the critical role of creating awareness among employees, managing potential disruptors, and identifying individuals who may resist change.
It’s essential to remember that there is no one-size-fits-all approach when implementing change. Change management can encompass a variety of definitions and strategies, so it’s crucial to do your research and choose the approach that aligns best with your organization’s goals and values. By taking the time to consider your options carefully and involve stakeholders in the decision-making process, you can increase the likelihood of a successful outcome.
Mark Hordes is the Vice President, Organizational Performance Improvement & Change Management Lead for the Americas with Molten-Group. He is the co-author of S-Business: Reinventing the Services Organization. Mark won the Houston Business Journal’s 2014 Award, “Who’s Who in Energy.” He is an alumnus of the American Graduate School of International Management, “Thunderbird.” He holds an undergraduate degree from the University of Houston and an MBA and MS in Organizational Behavior from Aurora University.
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