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Series: Change Management 2 of 3

Series: Change Management 3 of 3
September 7, 2017
Series: Change Management 1 of 3
September 7, 2017
From the previous article we learned that change should be understood and not forced or offered for sale. The people at the receiving end of the process of change should agree and see reasons for change, and be given the opportunity to decide how the change will be effected and also be involved in the process of the implementation. One of the weakest ways to approach this is to convey this important message through emails or notices. To effectively manage a productive organizational change, the managers should communicate/interact face-to-face with their people.
Another point worthy of note is people’s identities are bound to their offices. If you intend changing an important aspect of the role by acquiring a new system, you have to make sure they understand its workings, and give them reasons why you are trying to acquire the new system.  You know it would be a disaster if they end up trying to figure it out on the go. Having realized you didn’t train them well, and they are not fit for the new system, contempt shows up. We all know no organization wants that. The repercussion is that the people will not be able to perform at their best, in other words; decrease in productivity.
Imagine being at a doctor’s office and the receptionist was battling with the new system while trying to input your data. It is really bad. That is why it is important to train your people while you are on a system implementation, give them what they need to be productive in the new system, and make them understand how important their role is in the change management especially in mastering the workings of the new system. Never put your people in the dark or coerce them to change.  It is nothing close to productivity or success.
For the change that requires new actions, aims and processes for a group of people or a team, employ training to reach understanding, participation, commitment and actions. You should employ these methods to deal with tough change, for example, in merging of organizations. Remember that respect begets respect. When you want to bring in a HR person and someone else occupies that office at present managing the office with others, you should apply wisdom in making the occupant see reasons to be in another office rather than the HR’s office. Do not make him/her look as if he/she is not fit or capable to be in that position. This will foster unity among workers, both old and new, because you made the decision together.
You should meet to talk about the progress of the implementation and its effect on their productivity; let them talk; listen to what they have to say. Remember, what makes an organizational change a success is the disposition of the people to change. Adhere to instructions, which can be worked upon as it is being stated in this series.
Change is one of the most difficult things for man, as people do not like change. Always remember to give them reasons why you are bringing in new system to work with.
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