By Dr. David Miles, OI Partners – MilesLeHane Companies
In today’s ongoing tumultuous environment, both in for-profit and not-for-profit market space, change in organizations is exceeding the pace that most individuals can adapt to comfortably. As organizations merge, restructure their models of operations, downsize, disappear or are collapsed into other divisions, many experience a level of fear and resistance to the pending new work environment.
Unfortunately in these processes, little attention is paid to the building blocks that we all need to understand how we should function in our new environment or new organization. It all comes down to the concepts we know as: a) organizational “culture” and b) your own individual “values.”
Leadership needs to interact by clearly explaining the Vision and Values of the new organization along with the strategic goals. Without everyone understanding and adopting the ideals, the road to pursuing the stated results will be daunting.
Leadership must keep in mind that the process is not natural but can be accomplished.
First let us look at “Cause of Change.” There are four basic categories of how and why change is happening:
− Informed Change
− Imposed Change
− Involved Change
− Initiated Change (usually by you or others collectively)
Of the four “I” change classifications; only the last one will have the least-to-no resistance. The other three definitely require leaders to take action before the organization can maximize its new potential. Talk to everyone, in person if possible, and ask them what they believe to be the reasons why the change is necessary. Be honest and open, but have everyone informed as to why.
Once all have a full understanding as to the “Cause of Change” you need to identify the key change components that will be required. There are five ...