It’s time once more to look at a specific form of change management, and to look at the methodology and approach to this specific situation. This time, it’s all about the organizational change management methodology. It’s a mouth full isn’t it?
Well, this one I’m not so big of a fan of, because it’s such a soft distinction. Still, I have to admit, the human centrism of this sort of change and philosophy does merit singling out. I’ve made no secret of the fact that the human sciences are something I find challenging and something I have a hard time trusting academic conclusions about. But, we have to have some form of it. And, some really grasp this kind of science, and they are godsends when this has to happen.
But, what is the organizational change management methodology? Well, organizational change is the application of change in the structure and interrelationships of an organization. “Reorganizing” is the common term for when this is going on. Businesses will sometimes publicly declare that they are undergoing this change.
The same basic problems are still here. Freezing is a problem, but more in reliance in new people in authoritative or knowledgeable positions. People are wary of new positions given to them as well.
Furthermore, interaction and hierarchy protocols and policies being changed can be confusing and seem like a pointless shuffling of ways to people. You can’t really sell them on the changes in this the way you can more clinical things, either. There’s no way to really show the people, and interest them in this.
So, when it comes to freezing, you’re left with only the option to combat this through positive and negative reinforcement. That’s the long and short of it.
When you get to the implementation of change in this situation, it’s not so much about training as it is about simply placing people where they belong, and demonstrating the new protocols.
As for the refreezing, or the making permanent of these changes? Same straight up positive and negative reinforcement and promotion of the new ways of thinking comes around yet again.
Now, there’s a second, lesser known definition of this terminology. That’s the idea of using organizational management, learning and the like. This, obviously, is a good model to use when handling changes to an organization’s structure and layout as well, because it deals with people and relationships on both fronts.
But, it’s actually one of the more tedious change methodologies and change scenarios to have to work with, because you’re left with less flexibility with people, as it’s not skills, but rather relationships, which are being affected upon here. It’s difficult, but if you’re up for a challenge, then this might be right up your alley.
The organizational change management methodology, as a change in organization, or in a massively parallel organizational approach is an example of one of the stranger subsets of change management and philosophy that you may encounter. Change control, the last specific one we looked at, was far more clinical and manageable. See how diverse this science really is? It’s vast like a little cosmos. And we’ve hardly even scratched the surface at this point.
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