Change management needs to be personalized, the process you go through must be empathetic and as such will be subtly different for each individual.
The more complex the change, the more complex the solution. People get stuck at the old ways to think and do things. Thus, it’s important to diagnose problems by digging into the mindset set, riding the learning curve to sustain change is an important perspective for making the change as a new normal and differentiated business competency.
Understanding the psychological process behind change: There is an overwhelming growth of information and frequent disruptions. People have different psychology about change, some demonstrate relentless enthusiasm for change because change brings them new opportunities; others resist change because "they don’t get it, they don’t like it, or they don’t like the person creating it.” Therefore, when dealing with change, change management needs to be personalized, the process you go through must be empathetic and as such will be subtly different for each individual.
Many times, change is difficult as it involves both the learning curve and the emotional cycle behind it. You can’t just control the people's behaviors manually because you can’t manipulate how they think. If you try to force people to a “one size fits all” formulaic approach, you will upset many even if you ultimately deliver what they need. It’s also critical to motivate people to acquire relevant knowledge, develop changeability, and then truly make change happen, engage people in the design of change solutions so that issues can be surfaced and addressed early.
Overcome cultural barriers: Culture is a collectivemindset and attitude; in organizations where culture and values are emphasized, to achieve desired changes, it is important to understand the psychology behind the change, let people know that these are constants that make implementing change welcome, not fearful. In the organizational setting, to embrace change requires the change of mindset at every level and gain a good understanding that things cannot stay the same. Spot change agents, and create an environment that encourages change mentality, attitude, brainstorm and promote ideas, enable cross-functional communication and effective collaboration.
Change Management always fails when management thinks they get all the answers, and they come up with a plan in a vacuum and try to sell it. The spirit of culture comes from the top. It’s important to have the team that owns a process by bringing them in early and getting their involvement in creating the process to change. Change management needs to make the final call and make sure the team adheres to the process, and they know why it's needed and what it fixes or improves, and sustain change results.
Fine tune informative and people-centric change processes: Change process is dynamic, just understanding processes from an inside-out view is not sufficient. More importantly, digital leaders need to put customers' shoes on, understand business processes from end customers' viewpoint, and bring fresh perspectives on how to improve it. There is interconnectivity between information and process. First, work to identify how people related information is associated with the valued tangibles of businesses. When information flows into processes, then its own value will become readily apparent and quantifiable by association and integration.
Change is not for its own sake, but to tuning the business process for improving people-centricity. During the whole process, making sure that all staff is aware of the plan and process, timely updated, and responsible for something. Make yourself accessible all the time in case there are questions from the staff, tune the “Change Management” processes in managing change with efficiency, effectiveness, and agility.
Organizations have limited resources and talent, change is never for its own sake, it is important to prioritize things, enforce communication and have the perseverance to truly make the change happen and also sustain its effect by understanding the logic and consequences of change and taking the systematic approach.
Understanding the psychological process behind change: There is an overwhelming growth of information and frequent disruptions. People have different psychology about change, some demonstrate relentless enthusiasm for change because change brings them new opportunities; others resist change because "they don’t get it, they don’t like it, or they don’t like the person creating it.” Therefore, when dealing with change, change management needs to be personalized, the process you go through must be empathetic and as such will be subtly different for each individual.
Many times, change is difficult as it involves both the learning curve and the emotional cycle behind it. You can’t just control the people's behaviors manually because you can’t manipulate how they think. If you try to force people to a “one size fits all” formulaic approach, you will upset many even if you ultimately deliver what they need. It’s also critical to motivate people to acquire relevant knowledge, develop changeability, and then truly make change happen, engage people in the design of change solutions so that issues can be surfaced and addressed early.
Change Management always fails when management thinks they get all the answers, and they come up with a plan in a vacuum and try to sell it. The spirit of culture comes from the top. It’s important to have the team that owns a process by bringing them in early and getting their involvement in creating the process to change. Change management needs to make the final call and make sure the team adheres to the process, and they know why it's needed and what it fixes or improves, and sustain change results.
Fine tune informative and people-centric change processes: Change process is dynamic, just understanding processes from an inside-out view is not sufficient. More importantly, digital leaders need to put customers' shoes on, understand business processes from end customers' viewpoint, and bring fresh perspectives on how to improve it. There is interconnectivity between information and process. First, work to identify how people related information is associated with the valued tangibles of businesses. When information flows into processes, then its own value will become readily apparent and quantifiable by association and integration.
Change is not for its own sake, but to tuning the business process for improving people-centricity. During the whole process, making sure that all staff is aware of the plan and process, timely updated, and responsible for something. Make yourself accessible all the time in case there are questions from the staff, tune the “Change Management” processes in managing change with efficiency, effectiveness, and agility.
Organizations have limited resources and talent, change is never for its own sake, it is important to prioritize things, enforce communication and have the perseverance to truly make the change happen and also sustain its effect by understanding the logic and consequences of change and taking the systematic approach.
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