1. Change Management Dealing with Change

2. Why change is good! "Change is a challenge to us to use our untapped skills" "It's an opportunity for you“ "Change can be energizing.“ But for whom? "Change is a challenge to us to use our untapped skills" "It's an opportunity for you“ "Change can be energizing.“ But for whom?

3. Why is change hard? Ironically, many employees do not see change as simple or as uplifting as management does. But can you minimize or avoid potentially negative aspects of change ? Ironically, many employees do not see change as simple or as uplifting as management does. But can you minimize or avoid potentially negative aspects of change ?

4. Approach #1 Purpose: Ask yourself and others the most important question of all: Is there a need for a change? Purpose: Ask yourself and others the most important question of all: Is there a need for a change?

5. Answer = No If the answer is no, then your most crucial task is either to persuade people of the need or to create a need. Without a recognized need for change, the entire change process is doomed to failure. If the answer is no, then your most crucial task is either to persuade people of the need or to create a need. Without a recognized need for change, the entire change process is doomed to failure.

6. Answer = Yes Become a change agent. Ask yourself these questions: Exactly why am I encouraging this change? Who will benefit from it? and who will not? Is the change worth it? Become a change agent. Ask yourself these questions: Exactly why am I encouraging this change? Who will benefit from it? and who will not? Is the change worth it?

7. Approach #2 People: Look at the people on your team and those who will be affected by the change.

8. Questions to Consider - 2 Are they committed? Do they have the needed skills to participate in the change process? Are they willing to take risks? Are they committed? Do they have the needed skills to participate in the change process? Are they willing to take risks?

9. Questions to Consider - 2 Will they support you through the easy times as well as the difficult times? Do they need to see some progress before joining the team or agreeing to engage in the change process? Will they support you through the easy times as well as the difficult times? Do they need to see some progress before joining the team or agreeing to engage in the change process?

10. Approach #3 Plan: Do you have a solid, working, practical plan?

11. Questions to consider -3 Is it rational and well thought out? How sure are you that it will succeed? Is it flexible enough to adapt to unforeseen changes or obstacles? Is it rational and well thought out? How sure are you that it will succeed? Is it flexible enough to adapt to unforeseen changes or obstacles?

12. Questions to consider -3 Is the plan motivating, uplifting and visionary enough to attract followers and helpers? Have you built in buffers or backups of resources that you might need should unexpected obstacles arise? Are your time frames realistic? Is the plan motivating, uplifting and visionary enough to attract followers and helpers? Have you built in buffers or backups of resources that you might need should unexpected obstacles arise? Are your time frames realistic?

13. Approach #4 Process: What processes have you and others created to ensure the success of the change?

14. Questions to consider - 4 Will you start the change with a small unit or group, or will you foolishly begin the change with the entire division, section or organization? What mechanisms are in place to deal with obstacles, especially those you do not anticipate? Will you start the change with a small unit or group, or will you foolishly begin the change with the entire division, section or organization? What mechanisms are in place to deal with obstacles, especially those you do not anticipate?

15. Questions to consider - 4 How are decisions made? Will you allow for dissent or be caught in the sinking process of groupthink, where dissension is not tolerated or voiced? How are decisions made? Will you allow for dissent or be caught in the sinking process of groupthink, where dissension is not tolerated or voiced?

16. Questions to consider - 4 How and by whom will communication within the change team be communicated internally and externally? And finally, but very crucially, how will you deal with conflict before it inevitably arises? How and by whom will communication within the change team be communicated internally and externally? And finally, but very crucially, how will you deal with conflict before it inevitably arises?

17. Approach #5 Product: Exactly what is it that you and others are working so hard to achieve?

18. Questions to consider - 5 How realistic is it that you and your team can achieve this product? What is the cost of this product in terms of time, people, money and equipment? Beyond the vision of creating your product, what will it look like? How realistic is it that you and your team can achieve this product? What is the cost of this product in terms of time, people, money and equipment? Beyond the vision of creating your product, what will it look like?

19. Questions to consider - 5 How will it be used? If your end product is a service, how will it be carried out? How will you know if you have been successful? How will it be used? If your end product is a service, how will it be carried out? How will you know if you have been successful?

20. Approach #6 Perception: How do others perceive you, your colleagues, the change process and the end product?

21. Questions to consider - 6 You may believe that everything is moving along smoothly, that all or most of the people understand and accept the change and its implication, …but those are your perceptions. You may believe that everything is moving along smoothly, that all or most of the people understand and accept the change and its implication, …but those are your perceptions.

22. Questions to consider - 6 Have you verified your reality with the reality of your colleagues and the other people involved in the change?

23. Questions to consider - 6 Do other people perceive that you are an effective change agent, that the change will actually benefit them and that they can trust you with this process? Do other people perceive that you are an effective change agent, that the change will actually benefit them and that they can trust you with this process?

24. Approach #7 Problem: How will you deal with problems that inevitably occur?

25. Consider these questions - 7 Do you have a crisis plan in place? Are your team members able to identify potential problems or obstacles before they get out of hand? Do you have a crisis plan in place? Are your team members able to identify potential problems or obstacles before they get out of hand?

26. Consider these questions - 7 Do your people know what to do when a problem occurs in terms of how to cope with it, whom to contact, what procedures to follow and how to prevent it from recurring? What will you do if you run out of resources or if the time frame shortens? Do your people know what to do when a problem occurs in terms of how to cope with it, whom to contact, what procedures to follow and how to prevent it from recurring? What will you do if you run out of resources or if the time frame shortens?

27. Change When considering any type of change, try to recall these important factors before you even think of moving forward. What were they? When considering any type of change, try to recall these important factors before you even think of moving forward. What were they?

28. Important Factors 1. Approach 2. People 3. Plan 4. Process 5. Product 6. Perception 7. Problem 1. Approach 2. People 3. Plan 4. Process 5. Product 6. Perception 7. Problem

29. Change Remember, a job not worth doing is not worth doing well! Remember, a job not worth doing is not worth doing well!

30. Cited David G. Javitch, Ph.D., is an organizational psychologist and president of Javitch Associates, an organizational consulting firm in Newton, Massachusetts. With more than 20 years of experience working with executives among various industries, Javitch is an internationally recognized author, keynote speaker and consultant on key management and leadership issues. http://www.entrepreneur.com/humanresourc es/employeemanagementcolumnistdavidjavit ch/article71912.html http://www.entrepreneur.com/humanresourc es/employeemanagementcolumnistdavidjavit ch/article71912.html David G. Javitch, Ph.D., is an organizational psychologist and president of Javitch Associates, an organizational consulting firm in Newton, Massachusetts. With more than 20 years of experience working with executives among various industries, Javitch is an internationally recognized author, keynote speaker and consultant on key management and leadership issues. http://www.entrepreneur.com/humanresourc es/employeemanagementcolumnistdavidjavit ch/article71912.html http://www.entrepreneur.com/humanresourc es/employeemanagementcolumnistdavidjavit ch/article71912.html