Change Management

ONE

(A) There are several change management imperatives which can aid in change project and help to make it successful. Some are: (1) Tell the Truth; be as clear as possible about what is happening, and provide the facts and rationale for change. (2) Make the Case; convey the reasons for making the changes in a persuasive manner. Even if employees don't agree, knowing the rationale will limit resistance. (3) Be Consistent; accurately explain messages and key facts as early as possible and be sure that they are understood by all managers. (4) Use Plain English; the goal is to clearly communicate the change outcomes and goals so that employees will understand and accept the change project. (5) Measure and Monitor; allow for input from employees and comments to ensure awareness and understanding - a survey is a helpful tool. (6) Make it Fun; if the communication is engaging and interesting, it can make the subject seem interesting as well. (From http://www.pecchiacomm.com/wp-content/uploads/2011/03/ChangeManagementImperatives.pdf).

(B) George Fuller (author of Win-Win Management: Leading People in the New Workplace) suggests four ways for managers to help employees cope with change: (1) Stay accessible; change can induce uncertainty and nervousness in employees, so make it clear to them that "your door is always open." (2) Explain the basis for change; each employee will require a different level/depth of explanation, but most will feel more comfortable with the change once they understand its rationale. (3) Don't undermine top management change by being critical; have a positive attitude but be clear and straightforward. Regardless of your own opinion of how the change was handled, criticizing the change will undermine it. (4) Show results; refer to past successful changes or point out times when this change produces a positive result to persuade employees to accept this change (or future changes).

(C) It's best to focus on proven techniques to help employees cope with change. How workers react to change is well-documented, and these strategies are varied enough to allow for a helpful approach for all kinds of management styles and employee personalities. Even if you feel you are "going through the motions," once you practice these imperatives and strategies a few times, it will seem more natural. Follow these for now, and at the end of this change project, you can better evaluate what worked best for you and what might need to be tweaked. The priority here is ensuring employees are coping well, and that is why following these proven guidelines is a very good idea.

TWO

(A) Change is always in motion, and some of it comes from various places while some of it comes from pressure which can be controlled. Obviously, not all change can be controlled, but if it can, we should identify its