Find The Output Power Po Use V 2 R Formula Coping with Poorly Planned Change

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Coping with Poorly Planned Change

So, you are sponsoring or you have been given a new initiative, organizational change, or system/application roll out to implement in your organization. You know the new system will create disruption, but you’re not sure how much. You also know from listening to other colleagues that the change management process will be useful in improving the chances of success. You haven’t budgeted much for the change management side of the equation, since the “hard” costs of the project have eaten up most of it. Your boss has said, apparently, there is no money this year. The major problem you face is that there is virtually no communication with the end-users at this point, and you fear that the project will fall flat on its face.

What are the chances of your project succeeding? What should you do? Well, frankly, without a change management process your chances of success are about the same as flipping a coin – actually, in your case, very low. In fact, one of the most common causes of new initiative failure is lack of planning, little or no meaningful involvement of stakeholders, and haphazard implementation. If the benefits are not credible; or stakeholders are not “on-board” or at least not opposed to it; Or there is a real or perceived perception that the initiative is poorly thought out so you have a much bigger problem. At this point, money or budget constraints will become background noise within your “anxiety hierarchy.”

At this point, you, as the project manager or sponsor, will feel your hands are tied and mixed with fear, frustration, and possibly even anger that you are not supported in this task. Fear not, for all is not lost.

If the project or initiative is ready to “go-live” and nothing has been done to prepare your target audience, then you may have a problem that is beyond the advice I am offering. However, if at least some of your audience (primary, secondary and tertiary users) is aware and has some engagement, you are “ahead of the game”. Recall Lewin’s paradigm of change: Unfreeze – Change – Refreeze.

The following steps can be taken to minimize the damage that may occur as a result of your (the organization’s) poor planning regarding this change. Your thoroughness in following these steps will determine the extent of conflicts and disruptions that arise. Make no mistake; If you do nothing, the chances of a major disruption will be high. But, if you do something, the obstacle will be reduced. Although it may seem like you’re trying to turn into a fire, remember that if you hadn’t acted, your situation would have been much worse.

Step 1: Scan your audience, environment and the interrelationship between the two

Scan your primary, secondary and tertiary audiences and profile them instantly. Identify the interactions between their age, gender, overall belief system (eg adventurous or change-resistant), length of service, union or non-union, trust/distrust of management, autonomous or highly supervised, level of general knowledge about their work, formal. and informal levels in the workplace hierarchy (may also include corporate vs. regional), supervisor-subordinate relationships, and knowledge of impending change initiatives.

The more information you can gather during this time, the more effective your strategies will be when you start implementing them.

Step 2: Identify the general level of knowledge and acceptance

If the audience has a common sense of change, it’s good. If they are not aware of the change, it is bad. Let’s say they are somewhere in between. If they have any knowledge, they will not know the specifics of how the change will affect their role or the role of their work-unit or the organization as a whole. It’s up to you to find out (through whatever means or information sources) how the change will affect the people in your organization (starting with those directly affected by the initiative). If people can prepare in a meaningful, creative way (are open to information), and are allowed to “step up to the plate” and take control, even if the situation seems chaotic and chaotic, then they will be more comfortable with their situation. And they will adapt faster than if they were not given any information.

Recall the following formula that provides a general rule of thumb for overcoming resistance to change (Beckhard & Harris, 1987):

D (discontent) x v (sight) x F (first steps) > R (resistance to change)

If your audience is collectively dissatisfied with the status quo; The vision you portray is realistic and achievable and is understood to get you to a “good place”; Make the first steps you take practical, effective and move towards a solution; And if these factors taken collectively outweigh the overall resistance to change, then your job as a change manager will be easier than if the reverse is true of one or more of these factors.

Step 3: Clarify the vision (no BS, just plain truths) about what to expect

Develop a clear, concise, real-world scenario filled with practical examples of what happens after the dust settles. Make it believable and “relatable”, so people can visually see and conceptually understand what they will experience. Understand that people learn differently, and some are more perceptive while others are more visual. Also, the vision must include both an intellectual and an emotional component, both of which must replace the current fear-based, ill-informed vision that has developed by default in the minds of your target audience.

People respond to honesty. They don’t like the message or the messenger, but when the dust settles, they will almost always say: “At least he/she was honest with us”. So, based on the previous two situational analyses, develop a clear, concise, positively framed but realistic message (for each target audience) in language each audience can understand and relate to. Do not use the phrases: “strategic importance, sound decision-making, service improvements, rationalized service delivery networks”, or anything that confuses or obscures the true nature of the changes or what can be expected (do not use “vague”). . The strategy here is to make sure you “provide enough information; accurate information; tailor-made for specific audiences and delivered in a positive way.”.

Step 4: Identify and message your change agents

Remember, “no man is an island”. Quickly identify a small group of change agents who can help you achieve your goals. This is important for several reasons – too numerous to explain here and discussed at great length in the team-related literature. The point is, just do it the way you’ll be happy. But be careful with your selection.

Change agents may be committed to or committed to change initiatives. The most important prerequisite is that they understand it. If they are up for the initiative, your job is easy. Just key in the message and deliver it clearly and specifically (repeat as necessary). Change agents need to be people respected for their knowledge and will have “sway” or influence over other people in the department. Ideally, these people will be good at what they do, ie, technically sound and personable. Build on the seeds of potential positive effects of change for those who do not embrace or commit to change. Make sure you keep an “ear to the ground” regarding the interactions between the people you bring into your inner circle. Be very careful who you choose and how they are performing. Change agents are generally “organization” focused and proponents of organizational reform. Change agents may or may not be formal leaders, but they are certainly leaders.

Whatever you do, don’t choose a change agent who takes a position against the change initiative, no matter how much “sway” they hold. In my experience, and despite what many textbooks will tell you, helping people with negative attitudes with a holistic or proactive orientation is a high-risk proposition. Often these people are persuaded to support the initiative and then have a big deal to lose if the initiative falls flat. They always…repeat, always… default to “I told you so” or at some point “sabotage” the project if their own personal needs for power, control, or approval are not met. At the very least, they will absolve themselves of any responsibility by taking the retro-active position that “they tried to tell you this, but you didn’t listen”. do it

Step 5: Continue messaging and supporting your change agents

Continue to convey the message and support your change agents in their efforts. By now, you have repeatedly informed everyone associated with the project in an honest, direct, positive manner that disruptions will occur, and that they will be manageable and brief. Your audience will be aware of what will happen and what they will need to learn. When people are not surprised, but expected and prepared to face expected or known problems (notice, I don’t say “challenges”) in the change initiative, they tend to handle it. Your goal here is to create a sense of competence and ownership or “regularity” around problem solving. Part of your job will be to manage surprises (some may even surprise you). If your audience is surprised by something important, they may panic. Try to avoid panic whenever possible, and treat every problem as something that can and will be solved. Almost everyone likes to solve problems, so creating this type of environment will improve your chances of success.

Step 6: The Magic of Time

During the change initiative, emphasize that the “fullness of time” will see the development of the current obstacle as just “another day in the life”. The new initiative will be woven into the organizational culture (or may become a culture) and the benefits of the new way of doing things will far outweigh the costs. Also, those managing during change will have a new set of skills to rely on when future changes occur in the organization. Change is a part of the working world now. After 30 years of service in the same company, the day has passed without any change – economics, technology, social and environmental factors have seen it. Make sure you consistently emphasize that the problems that arise now will be long overdue at some point – probably sooner rather than later – and refocus on the benefits the new environment/system offers and embrace the “old way” of doing things.

Good luck with your change initiative. If you need assistance, please call Busby & Associates, and we will be happy to assist you in your current and future change practices.

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