With CHANGE, Failure Is NOT an OPTION!

With CHANGE Management, 

Failure is NOT an OPTION!

Still, don't know what I was waitin' for

And my time was runnin' wild

A million dead-end streets and

Every time I thought I'd got it made

It seemed the taste was not so sweet

So I turned myself to face me

But I've never caught a glimpse of

How the others must see the faker

I'm much too fast to take that test

Ch-ch-ch-ch-changes

Turn and face the strange

Ch-ch-changes

Don't want to be a richer man

Ch-ch-ch-ch-changes

Turn and face the strange

Ch-ch-changes

Just gonna have to be a different man

Time may change me

But I can't trace time

Thank you, David Bowie, who has changed many times in his illustrious career. 

Sometimes it is not just a change in how we do things, it is re-invention that is required.  Re-invention cannot always be lead from within and outsourced leadership and that change momentum are necessary. 

A solution which has become increasingly popular for dealing with resistance to change is to get the people involved to “participate” in making the change. But as a practical matter, “participation” as a device is not a good way for management to think about the problem. In fact, it may lead to trouble.

You see, those that have been with the company for a long time see no reason to change, as for them, it is working perfectly fine and they do not understand the inner workings of the financial side of the corporation. 

There lies the resistance and the key to the problem are to understand the true nature of impending resistance. 

Actually, what employees resist is usually not technical change but social change, the change in their human relationships that generally accompanies technical changes.

Resistance is usually created because of certain blind spots due to how it is explained and attitudes which staff coaches/specialists have as a result of their preoccupation with the technical aspects of new ideas and not the social and work-related impact.  They are too close to the issues and supposed solutions.

Management can take firm steps to deal constructively with these staff attitudes. The steps include emphasizing new standards of performance for staff coaches/specialists and encouraging them to think in different ways, as well as making use of the fact that signs of resistance can serve as a practical warning signal in directing and timing technological/social changes.  

This not going to bring the results you really wish for!  It brings a "them" and "us" situation and we all know how they play out!

There are many different logical methods which CommSmart Global has introduced and successful been the "piggy in the middle", as it is not about taking sides.

C-Level executives can also make their own efforts more effective at meetings of staff and operating groups where change is being discussed. They can do this by shifting their attention from the facts of schedules, technical details, work assignments, social impact and so forth, to what the discussion of these items indicates in regard to developing resistance and receptiveness to change.

It is about the approach and from within, there is always a strong resistance. Being fresh eyes and viewing from outside with knowledge of the present systems and what is required to be presented and implemented, is an art form and the new canvas is ready to paint and be framed.

Change Management does not have to a battle of what you have and what is demanded or required.  Let us paint that new canvas with you and have all in the frame smiling from within, achieving the profitable results.

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email: change@commsmart-global.com

telephone: 

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