A comprehensive, five-phase, general process for managing change, includes: I) motivating change. 2) creating vision. 3) developing political support. 4) managing the transition and 5) sustaining momentum.
This phase includes creating a readiness for change in your client organization and developing approaches to overcome resistance to change. General guidelines for managing this phase include enlightening members of the organization about the need for change, expressing the current status of the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished. Next, organization leaders need to recognize that people in the organization are likely to resist making major changes for a variety of reasons, including fear of the unknown, inadequacy to deal with the change and whether the change will result in an adverse effect on their jobs. People need to feel that their concerns are being heard. Leaders must widely communicate the need for the change and how the change can be accomplished successful!) . Leaders must listen to the employees - people need to feel that the approach to change will include their strong input and ongoing involvement.
Leaders in the organization must articulate a clear vision that describes what the change effort is striving to accomplish. Ideally, people in the organization have strong input to the creation of the vision and how it can be achieved. The vision should clearly depict how the achievement of the vision will improve the organization. It is critically important that people believe that the vision is relevant and realistic.
Developing Political Support
Change often means shifts in power across management levels, functions and groups. To be successful, the change effort must recruit the support of all key power players, for example, senior management, subject matter experts and others who are recognized as having strong expertise and integrity, i.e. to develop a network of power-players who interact and count on each other to support and guide the change effort.
This phase occurs when the organization works to make the actual transition from the current state to the future state. In consultations, this phase usually is called implementation of the action plans. These changes might require ongoing coaching, training and enforcement of new policies and procedures. Ideally, the various actions are integrated into one overall Change Management Plan that includes specific objectives, or milestones, that must be accomplished by various deadlines, along with responsibilities for achieving each objective. Rarely are these plans implemented exactly as planned. That’s why making the many ongoing adjustments to the plan is important.
Often, the most difficult phase in managing change is this phase when leaders work to sustain the momentum of the implementation and adjustment of plans. Change efforts can encounter a wide variety of obstacles, for example, strong resistance from members of the organization, sudden departure of a key leader in the organization, or a dramatic reduction in sales. Strong, visible, ongoing support from top leadership is critically important.
Employee performance management systems play a critical role in this phase of organizational change, including sharing feedback about accomplishment of goals, rewarding behaviors that successfully achieve goals and accomplish change, and addressing performance issues.