Managing Change in Crisis and Uncertainties

10950591680?profile=RESIZE_710xIn prosperous economic times, organizations enjoy a cordial and relaxed environment. The confidence range for error tolerance is rather big. There is no imminent need to change corporate procedures or business models due to external factors. Prior to making decisions, people like to take the time to carefully study and examine significant facts and situations.

Good times are characterized by:

  • A proactive and logically tranquil setting.
  • Executives of all ranks considering the larger picture. Both short-term and long-term considerations are carefully weighed while making decisions.
  • New projects are picked organically rather than being pushed by consultants, and the pace and extent of Transformation are under control.
  • Both centralized and decentralized authorities are responsible for making crucial choices.
  • Office politics that is under control.
  • The satisfaction of all organizational stakeholders' demands.
  • Executives' performance is assessed using financial, functional, and behavioral criteria.

In contrast, organizations lack prospering and tolerant economic conditions amid unpredictable times. The finance unit is short on cash, investment prospects are gloomy, and cost cutting becomes a norm. In the vast majority of businesses, the error tolerance level is minimal or nonexistent. 

Uncertain times are characterized by:

  • Extremely quick and widespread Business Transformation that is led by external consultants.
  • An essential need to simplify procedures or business models.
  • An environment defined by failures, catastrophes, reactivity, and crisis.
  • An ongoing feeling of urgency that leads to erratic performance in high-pressure situations. These irresponsible actions have serious consequences.
  • Lack of time and interest to evaluate data and possible consequences carefully before making decisions.
  • Without examining the wider picture, leaders choose short-term, riskier actions across the board.
  • Implementation of a borrowed Change Management Strategy for which the organization's stakeholders provide inadequate support.
  • A hostile disposition against the open exchange of opposing viewpoints.
  • A lack of importance placed on the operational and social attitude aspects of Performance.
  • A centralized method for making crucial choices.
  • Politics in the workplace that is ruthless and intolerance for blunders leading to firing.
  • An attitude of meeting the needs of certain stakeholders in order to seem competent.
  • Evaluating the success of executives based simply on their financial performance.

Managing Change during economic downturns and natural disasters is not an easy feat. These challenging conditions result in sloppy planning, misinterpreted actions, costly mistakes, catastrophes, bankruptcies, and even closures.

These difficult economic times need careful deliberation of the following 19 Change Management Strategies in order to emerge from crises stronger than before.

  1. Pay attention to avert unintended consequences.
  2. Steer clear of inattention and a false sense of preparedness.
  3. Act with caution and conviction.
  4. Plan for both the short term and long term.
  5. Employ a befitting Change Management approach.
  6. Seek advice.
  7. Model the structure of your organization and envisage required changes.
  8. Comprehend all the dimensions of Performance.
  9. Utilize a combination of Change Management Strategies.
  10. Keep people informed and listen to their ideas.
  11. Research what works and connect with others.
  12. Gather support from your people.
  13. Don’t start off with attrition.
  14. Revisit priorities and assign resources accordingly.
  15. Manage Behavioral Change.
  16. Connect with your people.
  17. Improve your political and people management skills.
  18. Focus on all stakeholders.
  19. Promote differing views.


Let’s dive a bit deeper into these tactics.

Tactic 1. Pay Attention to Avert Unintended Consequences

The behavior and actions of executives are dictated by the scenarios produced during Scenario Planning sessions. Nonetheless, individuals are often astonished by unexpected consequences they did not foresee. These unanticipated results are disastrous and must be avoided at all costs during economic downturns.

Interested in learning more about the other tactics of managing change? You can download an editable PowerPoint presentation on Change Management Tactics in Uncertain Times here on the Flevy documents marketplace.

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