Amendment Management - Survival Of The Most Responsive
Charles Darwin famously said that:
Charles Darwin famously said that:
"It isn't the strongest of the species that survive, nor the most intelligent, but the ones who are most responsive to vary"
Any organisation whose processes, behaviours and cultures have evolved around a perception and belief in a very mounted and static environment, are finding that they need a limited effectiveness in the fluid reality that we tend to are all currently experiencing. Survival depends on continuous change.
For your organisation to survive and prosper during this climate your feedback processes and behaviours need to be aligned to the reality of your external environment - or you die.
However in point of fact it's even tougher than that. It is not just concerning catching up with what's changing all around you - it's regarding doing it faster than your competition. Therefore during a very real sense your survival and success in organisational life is not simply based on your ability to easily amendment - survival and success is based on your ability to change faster.
In recent interviews John Kotter makes the disturbing purpose that the marginal rate of modification is increasing - and can continue to try to to thus for the foreseeable future. In his view, several organisations simply cannot continue with the speed of change.
We have a tendency to used to believe that amendment occurs in cycles and waves that ebb and flow. This could be accurate over long time spans of tons of years, but in this the speed of modification is regularly increasing, and therefore the blunt reality is that continuous modification is tough work and deeply unpopular.
a pair of key themes emerge:
(one) The failure of BPR and the over stress on method at the expense of individuals
Most likely the single biggest reason for the astonishingly high 70% failure rate of ALL business change management initiatives has been the over-stress on process rather than individuals - the failure to require full account of the impact of amendment on those folks who are most impacted by it.
The key lesson of the last recession was that massive companies had to be told fast how to assume and behave like the small firms they originally were. This led to the emergence and growth of Business Process Re-engineering [BPR] that advocated that organisations come back to to the basics and reexamine their roots.
The objective behind this was to attempt to achieve a massive step change in productivity and profitability by transcending organisational boundaries and specializing in processes higher than tasks, jobs, functions and people.
A primary space of initial focus was establishing client wants and requirements and defining and implement the feedback processes to make sure that the organisation stayed aligned to changes in market conditions and customer requirements.
Only hassle was that it didn't work. Michael Hammer co-author of "Re-engineering the Corporation"- the arch proponent of the process led approach to alter and business improvement - revised his opinion and claimed that seventy% of all BPR initiatives failed [Hammer and Champy 1993]:
"I don't regret saying something; it's a lot of what I left out. In particular, the human aspect is a lot of tougher than the technology aspect and tougher than the method side. It is the overwhelming issue."
Even Hammer now recognises that the individuals aspects of change are "the overwhelming" issue!
(2) The rising recognition of the "people factor" and also the importance of the emotional dimension
Change is an emotional business. The failure to deal with the human impacts of change is at the root of most failed change initiatives. It's not enough just to "manage" change; individuals need to be led through change.
One in every of the most important change leadership priorities is recognising and addressing the inner psychological and emotional adjustments that people move through in response to external organisational change events.
William Bridges was the first thought leader to draw the vital distinction between external organisational amendment and what he defines as the interior "transition" that individuals need to move through as they create a successful emotional and psychological adjustment to the modified circumstances that they're experiencing as as a result of the organisational change.
In my read, this can be an extremely vital side of change leadership and one that, in my experience, is invariably over-looked.
Thus usually it's simply assumed by senior management that individuals will and will settle for an organisational change.
However, the failure to recognise and try to handle this dimension is a significant cause of organisational amendment failure. The larger the human impact of the organisational modification the larger the requirement for a few kind of "transitional support".
Several directors and senior managers have the emotional detachment and objectivity to form clear, sound strategic decisions however appear to lack the "counter-balancing" self-awareness and emotional intelligence to realise the impact of their decisions.
This omission frequently [and unnecessarily] delays or jeopardises the implementation of their strategic vision and therefore the realisation of the organisational benefits.
Change management is concerning how you take an organisation from Position A to Position B, within the fulfilment or implementation of a vision and a strategy. The full art of this is to how to hold your people with you, thus that the envisaged edges of the vision and strategy are literally realised.
The perspective of "change management as survival of the most conscious of changing markets and client needs" can be expanded to include the perspective of "change management as the survival of the most alert to the needs and emotional requirements of the individuals employed by the organisation - who satisfy those changing customer requirements".
by: Jennifer
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