Principles of change
management
Address the “human side”
systematically.
Any transformation creates issues touching on people.
New jobs will be set up and new skills and
capabilities will be required.
Dealing with such changes requires the involvement
of leadership, engagement of key stakeholders, and
leaders (Cameron & Green, 2015).
Start at the top.
The CEO is often seen as the main point as everybody
looks up to him for strength, support, and direction
(Cameron & Green, 2015).
Therefore, leaders should embrace new challenges so as to
motivate their workforce.
The executives should work together to realize success
Involve every Layer
Changes affect all sections in the organization.
Training must align individuals to the mission and vision
of the organization with a bid of make change happen
Make the formal case.
Legal case allows for creation and alignment of
leadership.
This is achieved through confronting reality, having faith
that the company has a healthy future, and providing a
clear roadmap that will guide behavior and
decision-making (Cameron & Green, 2015).
Create ownership.
Leaders should accept responsibility in all areas under
their control.
This achieved through involving people in all the
processes and reinforcing the use of incentives and
rewards (Cameron & Green, 2015).
Communicate the message.
Communication provides employees with the right
information at the right time, and they get their feedback
through various channels (Swayne, Duncan & Ginter,
2012).
Assess the cultural landscape.
Effects of cultural change should be identified early and
addressed to avoid backlash at later stages.
The organization should always prepare for the
unexpected.
This is achieved through continual assessment of impacts
and the willingness to adapt to transformation
Speak to the individual
This is intended to educate employees on the intended
effects of change.
It also entails how change will be measured and what
success or failures will be expected.
By so doing, it will make people aware of the coming
changes; hence, they feel as if they are part and parcel of
the change process (Swayne, Duncan & Ginter, 2012).
References
Cameron, E. & Green, M., 2015. Making sense of
change
management: a complete guide to the
models, tools and
techniques of organizational
change. New York: Kogan
Page Publishers.
Swayne, L.E., Duncan, W.J. & Ginter, P.M.,
- Strategic management of health cares
organizations.
New Jersey: John Wiley & Sons.