“An organizational and simplified aide to helping managing change.”
The answer to each of the questions below may seem obvious to some. However, our experience is that while the persons responsible for initiating the change or responding to a change from an outside force, may have certain vision(s) or ideas as to the effect of the expected change, many do not. Afterall, that is the source of so
much of the anxiety associated with change – the unknown.
Consider reviewing the “checklist” below, perhaps have several persons involved in responding to, or initiating the change respond to the questions below. Value may be rendered from the varied responses received, or at least, greater confidence that each of the “initiators” or “responders” share similar expectations. In the process of reviewing these changes and dealing with the effects of change within our environments, we should remind ourselves that “alas, common sense is no longer common” (Mark Twain). As such, what may seem obvious, or common knowledge to any one of us, is many times, not so common to others.
- What is changing?. Management? Organizational Structure? Compensation?
- How large scale is the change? The organization? Region? Department?
A team? A person?
- What is the expected effect? Departmental restructuring? Compensation impact? Changes of individual and/or department responsibility?
- Who will it effect – foremost?
- Who will it effect indirectly? Employees? Customers? Prospects? Vendors?
- Do we desire to mediate (diminish) the effects of the change? If so, how do you propose we do so?
Is it expected that the change will be viewed, at least initially, as positive? Should it be perceived as positive, or should efforts to “positively spin” the effects be avoided, or supported?
Organizational change can be challenging with short-term results that can leave long-term residual impact. While it is true that an organization will do what is necessary to survive and thrive and generally, this is what is best for most employees, it is still necessary to remember it is often not what is best for all employees. Make every effort to communicate honestly and openly to as many persons as possible with the objective of communicating the long term effect and vision of the organization.
About the author: Charlie Selcer has provided organizations with employee training and development through Strictly Success Inc. for over 15 years. Strictly Success is a U.S. based employee training company for both the public and private sectors including some of America’s Fortune 1000 companies. Strictly Success specializes in high performance teams and teambuilding, employee motivation, employee accountability and change management.
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