Effective Change, Three Key Components
Resistance to Organizational Change Change is more based on objection to content and direction of change itself
o Not all organizational changes are good
The way the company works, but there are significant profound changes in your organization's needs Fundamentally re-examine and redefine its basic purpose, its sense of identity, its core values, and this is a very way of thinking. At these strategic and fundamental levels this change, before anything, is cultural change. Promoting culture change, whether in a small team, a department, or a whole organization, is about understanding how people learn and change and grow together into a learning community
It is possible to change the structure and organization chart, but people eventually control the organization. Unless an organization's culture supports it, no change will be successful. People can not be programmed like a computer or operate like a machine. For an organization to change, its people must change. Also, some personal change in the organization is not enough. Leading the best culture needs dedication, special mentality, concrete models, strategy and communication skills.
Dynamics of Change
1. People do not like surprises when it changes their expected routines.
2. People are disturbed by the changes.
3. People can plan how not to change.
4. People often feel that they do not have enough resources or support.
5. People can only deal with so many changes at once.
6. When the pressure is off, one can go back to the old way.
# 2. Until the leader can influence the organizational culture, there is not much change!
It requires a special skill to lead the cultural change. Leaders must have the vision to develop a curriculum diagram, demonstrate commitment to the process, and have interpersonal and communication skills to market the vision. Just buying is not enough. What is needed is a culture of shared vision and motivation to do what needs to be done. This is a leadership function that inspires such a culture.
# 3. Successful change means that culture itself must change.
According to Harvard Professor Edgar Schein: Culture is a collective common assumption that it has learned to deal with external tasks and deal with internal relations. While culture is manifested in open behavior, rituals, artifacts, climate and supported values, its essence is a common default assumption. As a responsible leader, you must be aware of these assumptions and manage them, or they will manage you.
Create a flexible plan that embeds change plans into the company's cultural dimension, tolerating intergenerational impact, and providing a focus to support people's resources to be able to make changes that will ensure that the organization achieves their results. In exploring models of cultural change, there is no "right culture", but a true culture that will provide the best mission for each organization based on the results that will drive it. Implementing a modest change designed to provide immediate impact will often give employees a sense of security, a sense of accomplishment and a platform for establishing synchronization.
ڤ Targeted interest-related, vision, values, goals and change initiatives (including why and how) (19459002)
ڤ Current skills requirements and training outlined in
ڤ Current communication requirements
Refinement strategies established and utilized
Refinement strategy establishedThe detailed strategy for the establishment of the  o
o Overcoming employee resistance to change
o Succession planning
o Workforce and participation
oo Improve Service Standards
o Improve Stakeholder Return