Background information on change management
Change Management: Definition, Reasons, Advantages
One of the major challenges in management is the initialization and successful design of change processes. The step-by-step planning of the upcoming change is only the beginning, because the success of the implementation depends only partly on the content of the change project. The way it is implemented and the participation of the employees are ultimately decisive.
It can generally be assumed that there will be resistance on the part of those involved. Any change involves effort and anxiety. It is particularly difficult if there have been previous bad experiences with failed conversion projects. Convincing employees to actively participate in the change requires their trust in management and its competence in the area of change implementation.
The most important factor for effective transformation implementation is communication. The first challenge is to convince employees of the necessity of the planned changes. Only a few are motivated to eliminate a crisis situation of which the employees are not aware. The individual processes must be transparently accessible to all parties involved. Tell employees not only that changes are coming, but also exactly what changes are planned. This makes it easier for many to adapt, and it takes the wind out of the sails of premature criticism.
During the implementation phase, all affected employees should be kept regularly informed about the changes that have been made and the successes that have already been recorded. This prevents those involved from feeling that the project is fizzling out. However, care should also be taken not to flood them with too much information.
It is advisable to set up a feedback option for employees so that problems with the execution of the changes can be rectified directly. In addition, a contact person should be available to allay concerns and fears about the upcoming upheaval. Many people first think of issues such as staff reductions when they hear of operational transformation. Existing contact persons and the opportunity to make their own suggestions for improvement can prevent possible boycotting attempts on the part of concerned employees.
It is important that the changes are not only imposed unilaterally by management, but that the lower levels are also involved. For example, surveys could inform necessary improvements. The affected parties usually know best what their problems are and often have their own ideas for optimizing their work.
On the subject of change management, the Management-Institut Dr. A. Kitzmann offers appropriate seminars, training courses and advanced training courses in Münster, Berlin and Munich, among other places.
Author: Management-Institut Dr. A. Kitzmann
