Change is not for its own sake, but for improvement and innovation.
Managing Change Lifecycle Effectively
- WHY to Change - The Symptoms of Dysfunctional Management? Change is never for its own sake. The true reason behind the change is either due to the ineffectiveness of teams/organizations or the inefficiency of processes or practices. There are many common success factors in effective team or organization; perhaps every failure has its own causes. But generally speaking, what are the symptoms of dysfunctional management?
- Strategy -Which Factors should a Strategy for Change Contain? The speed of change is accelerated, either individuals or organizations spend significant time and resource to deal with the big changes such as radical digital transformation or small changes such as daily betterment. What’s the strategy behind the change, and which qualities or factors should such a strategy for change contain?
- Challenges-Five Aspect in Leading Change challenges: Change is inevitable, organizations large or small spend important time and resource to deal with the big shift such as radical digital transformation or small changes such as adopting a new software tool. However, statistically, more than 70% of change management effort fail to achieve the expected result, what are the critical elements in change management to overcome challenges, and how to weave them more seamlessly to orchestrate a harmonized change symphony?
- Principles-Three Change Principles: Statistically, more than two-thirds of change effort fail to achieve expected result. All efforts at having other humans act as you would like to depend in large part on circumstances, the number of actions/tactical moves, action sequence, and "action coordination" vary. Therefore, change is situational, these differences have to do with who the people are, what they plan, what and how they execute. Although there is no “one size fits all” formula for changes, you can set principles to make Change Management more effective and cohesive.
- Pitfalls - Is “Pseudo-Involvement” the Pitfall of Change Management: About two third of Change Management efforts fail to achieve the expected result, the causes may vary, is “pseudo-involvement” one of the pitfalls in Change Management, though ‘pseudo’ is ambiguous itself, it implies different situations in either reasonable or negative way. "Pseudo-involvement" is a pretense of engagement that, although it may have short-lived positive impacts, over the long run this pseudo-involvement fails to engage employees and overcome resistance. However, genuine respect for those who question change for the "right reasons" is an effective approach and is needed to help managers and employees get on board.
- Delivery -What does a Change Leaders/Managers actually Deliver? People change for a reason; they must have a reason to want to adopt the change. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? That is where the change originator defines their deliverables and benefits, in real measurable, quantifiable terms. But what is “Change Management” and how can you define its value? What does a change leaders/managers actually deliver?
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