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Being ready for change
Is your company ready for change? If not find out how to make it. This article was taken from Harvard ManageMentor the CPD resource available to members in the CPD resources/webcasts section of CIMA Professional Development.
For an organisation to implement change successfully, it must be change-ready - meaning that the people and structure of the organisation are prepared for and capable of change. How do you know when an organisation is change-ready? Typically, three conditions are present:
If you manage a business unit or group, there are certain steps you can take to help your organisation become change-ready.
Encourage participation within your unit and develop more participative approaches to everyday business.
Employees who can freely express their ideas will feel more empowered to act. Encourage people to openly discuss their thoughts and feelings about the change programme. Work to understand resistance by exploring their concerns and by taking their feelings seriously. When people believe their voice counts, they are more apt to mobilise for change.
An organisational culture dominated by fear is incapable of serious change. Fear encourages everyone to avoid risks, become internally focused, and stop communicating. In addition, fear costs organisations money in the form of increased absenteeism, reduced productivity, and diminished quality of products and services.While managers should aim to reduce fear, they should not deny the challenging aspects of the change itself - nor should they minimise the intensity of employees' reactions to it. Managers should openly acknowledge employees' concerns and work with them to support and embrace the change initiative.Once an organisation is primed for transition, a change initiative can be rolled out.
Resistance to change is an all-too-common obstacle facing managers. You can practice choosing strategies to manage resistance to change in the HMM ‘Change management’ module.
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