Following picture says Sources of changes and how do we be to bridge the gap (source: IIL)
It is a magnificent structure that depicts AS-IS to TO-BE and shows a transition gap, which is depending on several factors, as shown. As we make we shift, it stays for a while and then again change due to the forces of evolution acting on it and still become uneven and we have to go back again to make the alignment. It is a nature of change. There is a big difference between what we want to do and what happens. We have a new initiative project that promises future benefits, and we commission the project. We could be due to anticipated changes to business practices and processes like selling more products, changing business processes, introducing new tools, increase customer experiences. Once they settle in, the business tries to realize the benefits.
It often we look at the change is as an above iceberg. We see the impact time, cost, and quality and project-related issues. Underneath there are a lot of emotions going on driving the change and different attitudes of people impacted by the change. Managing the change needs management of perceptions and beliefs and mastering power and politics in management.
Emotional response to Change (Source: Jeanie Daniel Duck from the book: Change Monster)
As per this great author, the following graph shows how does the emotional response to the change affects productivity, and you could see that before the change takes place. There is a termination of something coming, you don't know what's coming up, you might feel shocked or fear or loss of position and power and a drop of productivity, there might be a refusal to accept and anger. Slight rise in productivity then comes rational acceptance and frustration that things are not going to be changed where productivity starts to drop off. There might be emotional acceptance of sadness and which leads to more profound losses of productivity. As an individual feel that they can't change the way it was, they start gradually raising questions out of curiosity. They become open-minded and try to accept the change, and they begin to dig their way out of the loss of productivity. Then they begin to integrate the new processes, thereby slowly building confidence in becoming more productive.
As we can see from the picture above, without organization and people change management techniques applied, there is a deep trough showing dips in productivity. However, with the right tools and methods of using organization and people change management, we can soften the productivity dips and make it rise smooth way and quickly. Thereby winning their mindsets and making them slowly and steadily become the promoters of the change. That kind of attitude and behavior is supercritical for organizational improvements.
The goal of change management is to drive organizational results and outcomes by engaging employees and inspiring their adoption of a new way of working.
Whether it is a process, system, job role, or organizational structure change (or all of the above), a project is only successful if individual employees change their daily behaviors and start doing their jobs in a new way. It is the essence of change management.
A whole system of people in the organization support employees in making this transition. From the highest levels of leadership to frontline supervisors, managing Change well relies on the coordination of actors all moving in unison and fulfilling unique roles. This article examines the five key roles in change management:
- Change management resource/team
- Executives and senior managers
- Managers and supervisors
- Project team
- Project support functions
Size of the Change:
Three different levels of change namely
Minor Change: Slight modifications of expectations, people, usually accustomed to these changes quickly.
Major Change: Significant shift in expectations. People may or may not accommodate the changes, Significant Change: Produces traumatic shocks to expectations. People must work hard to adapt and adopt the changes and their impacts on them and the organization. People must work in close teamwork culture to ensure that the modifications strategically work out to benefit the organization. Adaptation is often tricky. Your strategies will differ based on the size of the change. No matter how minor and how we measure the impact of the Change on Organization, determine the success of the project.