Create Involvement and Communicate the Strategic Need to Change

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Create Involvement and Communicate the Strategic Need to Change

Changes in general are difficult and, in most cases, we live them more like a threat than an opportunity. As we all know, these resistors are not random, but part of the deep survival mechanism that humans have developed over thousands of years.
In any case, in order to be successful with changes we have to involve employees in them; Therefore we have to implement an effective communication policy that, one way or another, they share.

Employees should see changes not as a mere imposition but as a strategic need to improve and, why not, for survival. We have to approach it not as a "necessary evil" but as an opportunity to better adapt to the times, to environment, clients, ultimately to become more competitive.
From the engagement and participation, employees internalize the changes better.
Besides, a good workout plan that will help to build new work habits is also needed. Create and train new good routines.

Changes are hard, but if employees understand and feel that they have got a deep information and participation, that they feel treated as adults and not as children, a good deal of success will be guaranteed.

Difficulties in Changes
srinivas, Test Manager, India
For one step in a positive direction, one needs to disassociate from a number of habits, distracting tendencies and situations... That's why making people change requires patience and constant effort...

Organizational Change Starts in the Minds
Zinnia Umana, Manager, El Salvador
Change starts in the mind. Creating a proper mindset of believing in necessity of the change and that it will be successful plays an important role.
One has to be prepared for questions before they arise. Some employees can be deceiving with questions and may even ask for salary raises, since you are presenting such a successful project.
Employees will not be over-informed if you are open and true. On the contrary, they will be grateful for being considered part of your successful change.

Don't Change for Change, But for Need
Bernhard Keim, Business Consultant, Germany
Change is more than just being different. Behavior is coined by our believes and the way we see and interpret the world.
To make change efforts effective, one has to uncover these believes first and show that they are no longer relevant, as the world they refer to does not exist anymore.
Showing employees that the corporate culture does not fit in a changed world is the first and demanding task to induce change.

Change for Survival and Continuity Requires Good Communication
Paul Martins, Management Consultant, Nigeria
Organizations need periodic reviews of their objectives derived from the vision and mission statement.
Often, moving from brick walls to growing results cannot be conscripted without adequate input from lower or operational staff to corroborate submissions and reports about the situation as-it-is of the management team or consultant.
At this juncture, communication skills and approaches to handle this fundamental stage in change are crucial and are a major determinant of the chance to achieve the desired changes.

The Success of the Change Depends on the Top Management
jorge anibal hoyos hoyos, Manager, Colombia
You can not change anything in any company if the top management, the Board of Directors and shareholders are not involved.
It does not depends upon the backstabbers or the organizational culture in itself since it it is previously defined and implemented by the top management.
If the people in charge of breathing the forces to achieve the changes are not fully aware of it, any effort will be of no avail. The procedures to achieve it are relatively easy to determine when the higher-ups are prepared and singleminded committed.

Change Management Requires Need and Mind
Dil Prasad Shrestha, PhD, Management Consultant, Nepal
Yes, as @Zinnia Umana explains, change starts from the mind. It may also be necessary to change first your mentality (which is largely rooted in your culture) before you want to change your mind.
There are many examples of failed change initiatives because of being change for the sake of change without changing the mind and linking the change to the need as @Bernhard Keim has said.

Organization Change Management
Algia-Bernadette, Student (University), Trinidad and Tobago
Change begins with the individuals. It is in the minds and hearts of the employees. Is there a motive to change?
The application of motivation theories is critical. Knowing what drives the employee is the first building block.
The next is persuasion. The power of persuasion is key to movement in the direction of change. Connect the individual to a part of the organizational goal that he/she is easily align to/with. Reward the employee for the steps taken. Incremental change using the soft approach.

Change Management Needs External Force
Kabesha, Student (MBA), Zambia
Despite putting everything in place to move the mind set of staff, it often takes an external force to kickstart the changes to the organizational way of conducting business. When personnel are used to a certain way of conducting business, they'll continue working the way they have been doing it. Even if they know the new change is a better way of doing these things.
Therefore, it is imperative to start the change with them from the initial phase and wean (disaccustom) them thereafter, fear of unknown will always be there. Those who know that this fear is immaterial should apply the force to move that fear from staff by showing them the new way of doing business. So the one with the vision should be involved to make it happen.

Dialogue-driven Communication - the Backbone for Successful Change
Ravi Krishnamurthy, Consultant, India
Once the Board and management have decided on the change that needs to get implemented, it is crucial that a strong communication plan be put in place that is informative, timely, consistent, clearly understandable without too much of techno/management jargon.
Communication should predominantly be dialogue-driven at all levels. Dialogues will help get the message across better, and at the same time highlight elements that the management may have missed.
We are referring to mindset change and mentality change... Constant communication is the first step towards that.
This can further be augmented by recognizing the people who champion the change within their function/organization.

Whwn You Change your Perspective You Change your Behavior
FREDDY VILLAVICENCIO, Business Consultant, Venezuela
I am very aligned with the three first comments, I also thought change path goes through individuals and their way to perceive the world. Srinivas, Zinnia and Bernhard brought the substance of deep and strong Organizational's change.
I would like to share an article which describe an approach to start a change. I hope be of interest to the group and to the thread. Www. Trk=prof-post.

Change - it is Fascinating
JORGE GALLARDO, Professor, Ecuador
Change is freshness, it is renewal, it is updating. Change keeps us young, no matter how old we are. That's why man (the real one, that is the one one who really understands life and lives accordingly), will never die.
We have to follow Darwin in his thought and just learn to adapt for the better. It is not easy but it is worth trying.

Change Management
Briolett, Manager, Canada
Two ideas for you to think about!
1. Change is universal and the one thing everyone can depend on. We all change with every passing moment, with every new idea, with every interaction.
2. Be the change you want to see. Actions speak louder than words and are listened to with far more vigor.

No-Generic Blanket Statements are Permitted
jorge anibal hoyos hoyos, Manager, Colombia
The contents of the communications, the vested interests of the people, the standpattism and its concealed intentions and actions, the informal groups and their leaders, how far the power structures will be impaired by the changes committedand how the people in charge of decisionswill be badly affected, what measures must be taken to ward off the silent and underground war that will be touched off by the enemies (standpatters) amongst others must be tackled before start talking about policies or involvement as general statements.The intelligence work of those in charge of the change will always be foreseen by the applied intelligence from their counterparts. Behold the key! To succeed.

Create Involvement and Communicate the Strategic Need to Change to All Stakeholders
Ravi Krishnamurthy, Consultant, India
I would like to extend the topic to include all stakeholders - employees, customers, government, partners. Invariably the top management and board will be the initiators of the change because of changing dynamics in the market place. However, if they are not able to take the stakeholders along it will impact and possibly derail any change effort.
For example, when a company wants to move into the services space from a product only focus, the buy-in from customers is critical. Or when a company is entering a new country, the local governments could play an important role.


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