Willkommen » unwaiverable way of thinking about change

?Perfect balance in a business exists only in the organizational chart. A living business is always in a state of imbalance Ben Zobrist Womens Jersey , growing here and shrinking there, overdoing one thing and neglecting another.? (Peter F. Drucker)


I believe the three major trends in organizational processes are: discontinuation of the old way of doing business (re-engineering); migration and starting a new way of doing business (organizational change).


One of the most often sited reasons why many re-engineering projects do not achieve the level of success the organization expects deals with the issue of organization culture change. You can have the most efficient process in the world, on paper, and still not have a "world class" operation. You must remember that people have to execute the plans, perform the activities Kris Bryant Womens Jersey , and provide the interface to the customer. If you have left out of the improvement process a plan on how to change the behavior of the human resource, your project will not succeed.


Culture change does not come only as a result of a change in the "system." It comes as a result of consistent incremental change in the way a person feels about the system. Human beings must see that there is less pain and more pleasure associated with the change than not changing. However, it has only been in the last few years that the business community realized the importance of this relationship to their "bottom-line."


When an organization is planning a change of any kind that will affect the day-to-day activities of people, the relationship between pain (i.e., emotional cost) and pleasure (i.e. Kyle Schwarber Womens Jersey , benefit to the individual) must be considered. Human beings are stimulated or held back based on their association of personal benefit or cost as a result of a change in their environment. As a person is faced with change, he will evaluate or question whether or not making the change will cost a great deal in emotional stability or provide a great deal of personal benefit. It is this relationship that determines real, lasting change in a person.


People are usually told of the benefit the organization will realize if the change is made, in terms of cost savings, ability to process more requisitions more easily Yu Darvish Womens Jersey , etc. So, why do most employees resist the change to the new system? Simple question because they associate more pain to changing than not changing. Most people feel that when management says "cost savings" they really mean job abolishment. And when management say "ability to process more requisitions" they really mean the employees' workload will increase. With these interpretations, or mis-interpretations, of the situation, is there any wonder why these employees are not interested in changing the way they do business?


Once a change has been announced Javier Baez Womens Jersey , usually the first reaction people have is to meet the change with a sense of shock. They ask themselves, "Where did this come from?", What is going on?", "I did not know anything about this!", or "This is not what I agreed to!" Most people I know that have been confronted with change reacted this way?


No one can except change until after he gets through the anger Ryne Sandberg Womens Jersey , shock and denial. However, once the person has accepted the change as real and that it is going to happen, he begins to rationalize his role in the new situation. It is important to understand that not only can an individual accept the situation and begin to work toward the new vision, but one can also accept the situation as having a negative impact and choose to leave the organization. Either way, the individual has accepted the fact that the new environment exists.


It is extremely important that we understand that people will go through each phase Ernie Banks Womens Jersey , in varying degrees, as they transition from the old way of doing business to the new way of doing business. How we as managers handle this transition period is the key.


Change cannot be accomplished without the commitment and involvement of the organization's leaders. As an organization transition from an old way of doing business to a new way of doing business, leadership becomes the glue that will hold that organization together.


Leaders must have an assured and unwaiverable way of thinking about change. They should have a plan which will guide the situation and help to formulate the process of change to be implemented. Leaders should also have a clear idea of what the change will generate. Leaders should initiate change at the point where they have the most control and can make reliable predictions about the consequences of their actions. Leaders should also recognize that change in any one part of the situation affects the whole. They must be alert for unanticipated consequences of their actions.


The most important task of a leader is creating a climate that is conducive to the change being attempted. An emotional atmosphere in which people feel that the leader is empathetic and non-judgmental toward the employees and their needs is a climate in which people will be more open about their feelings and resistance.


Change is itself a process and must be treated as such. An organization cannot expect people to change the way they have done things for years, overnight. Change is not something that should be taken lightly. It is complex and if managed properly, can be very beneficial to the employees and the organization as a whole. Proper management of the transition of people through the process of change is critical to the success of a new system.