Costly failure is a significant risk when implementing large changes to an organization, but a series of 10 steps can improve the odds. The first step involves planning the change and preparing employees for it. The second step is to avoid shortcuts, which may be counterproductive. The third step is to create building blocks, using tools such as root cause analysis and risk management to build trust. The fourth step is to allow for multiple views and the establishment of a common set of outcomes. The fifth step is to develop the change from within the organization, making it organic rather than a top-down, imposed change. Even so, management must set a good example for the change within a firm. The sixth step is to determine the possible unintended consequences of the established outcomes, and how the goals may affect employee and company behaviors. The seventh step is to be aware of enablers and drivers to the desired change. The eighth step is to provide reinforcement when there are small improvements and to encourage employees. This can help with team building and reinforce an attitude of investment in individuals. The ninth step is to be aware that not everyone will adopt the change successfully. The tenth and final step is to know that each organization is different, and not every step will work perfectly in all circumstances.
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Culture management is a significant ingredient in an employee development program and should exist as a complement to organizational change.