Organizational change management is not an easy discipline to master. The problem with a lot of business sciences, which this ultimately is, is that they rope in the human element, which is pure chaos and the soft science of psychology and sociology. Along with this, forecasting things in business sciences calls for a lot of educated guesses by juggling any number of variables with some dicey probability to say the least.
But, enough about that generality, weâre here to actually talk about effectively handling organizational change management, and to discuss the hurdles that must be overcome with this field specifically, right?
Well, first of all, letâs think about what an organization really is. Itâs a super entity comprised of smaller units, sometimes directly individuals, sometimes smaller interconnected groups of individuals, and so forth. Itâs an organism, or a system. An organization, then, during status quo, operated within certain parameters and performs the processes it was constructed to perform.
And here is the first obstacle of your change management, before you really get very far. This organization, usually a business or a department of one, can seldom afford to halt its processes completely in order to make massive change. And along with this, change being too confusing or drastic would stall it in this manner even so. So, your strategy, your agenda, your budget in time, must all go around implementing change at a speed that doesnât stall things, but isnât so slow that a change initiative takes an eternity to do.
With this, you must also account for potential emergencies like change not taking, people having trouble adopting, training issues and other sorts of unpredictable problems.
You need a change model to base this on, and the only way to effectively choose this is to first figure out your type of change (which we covered previously), and to talk to the people being affected. Determine how resistive to change people are, and this adopt a model more or less prone to unfreezing people for change depending on how much resistance they offer. Thereâs something to be said for showing them the problem change is addressing, and to make real the benefits they stand to gain.
Finally, you also have the problem of training, which is a whole other ballgame itself. Itâs recommended to adopt new learning models such as LMS systems, onboard training technologies and modern philosophies about how education should work. Things like gamification, flipped classroom models, social organizational learning and other less oppressive and monolithic methodologies are all highly, highly recommended.
Organizational change management is quite a feat to master, as you can obviously see. But, with the right grasp on the nature of an organization, a good approach to training, and a good grip on the resistance to change that people are naturally going to present, and you stand a legitimate chance of being very successful. Just one caveat to bear in mind, however, is that change initiatives rarely happen as fast as they appear to be capable of on paper, so budgeting time and forecasting agendas should always account for this unfortunate fact. Just, bear that in mind.
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