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In its lifespan, every organization must confront radical Change. In this Digital Age and with increasing macroeconomic disruptions, it appears that Constant Change is now the norm. Managing the entire change process in times of uncertainty is essential for successfully navigating the Change.
Even though continuous Change is now the norm and the most successful organizations embrace it unreservedly, not all Change is planned.
Noting the distinction between planning for Change and planning for Innovation is also extremely beneficial.
Planning for Change endeavors to preserve organization stability and incorporate certainties. Planning for Innovation is a process that fundamentally or completely transforms the organization and necessitates the development of specialized instruments and creativity.
The study of Planned Change Models reveals 3 models that have been utilized more frequently than others:
- Lewin Change Model: This is the most extensively adopted model for Planned Change.
- Action Research Model: This model is extensively used in development activities..
- Positive Model: This model places an exclusive emphasis on sufficiency rather than deficiency.
The Lewin Change Model is a 3-step Change model that provides a general paradigm for planned Change, with the following 3 fundamental steps:
- Unfreeze
- Change (or Transition)
- Freeze (or Refreeze)
Experts have normally discussed the Unfreezing and Intervening phases of the model, with the Refreezing phase receiving little thought or consideration. Inattention to the Refreezing phase may have resulted from the mistaken belief that everything falls into place once the intervening path has been followed; however, this is not the case.
Change Transition Management's function plays its part here. Change Transition affects 4 critical areas; identifying and administering these areas can make Change Transition Management relatively smooth:
- Increased Accountability & Authority.
- Increased Experimentation.
- Changes in Job Content & Scope.
- Loss of Organizational Knowledge & Memory.
Let's delve a bit deeper into the specifics of these 4 impact areas.
Increased Accountability & Authority
Managers have more authority during a period of transition than they would in a stable business environment. On the other hand, expectations for their performance also increase.
The challenge for managers is not adjusting to change, but rather obtaining a clear understanding of their altered roles and responsibilities in relation to accountability, authority, and discretionary power.
Clarity can be obtained through the use of 2 Change Transition Strategies:
- Workshops on clarifying and negotiating roles.
- Linear Responsibility Char (LRC).
Increased Experimentation
Change signifies a novel approach to accomplishing duties. The future organization could be jeopardized by prematurely restricting personnel who are discovering innovative and efficient methods of completing tasks.
Managers must be tolerant of such experimentation, as those who engage in it are essentially attempting to discover and test the new limits of the managerial operating envelope. In order to ensure that experimentation persists, it is important not to punish those who fail.
Changes in Job Content & Scope
In times of stability, a manager's duties comprise of adhering to established protocols. Nonetheless, during periods of change and transition, a manager must be adaptable enough to cope with any circumstance.
Managers can prepare for this change in their role by employing the following 4 Change Transition Tactics:
- Conduct Problem Solving Training
- Focus on Learning
- Revamp Employee Orientation
- Establish a Change Communication System
Interested in learning more about Change Transition Management? You can download an editable PowerPoint presentation on Change Transition Management here on the Flevy documents marketplace.
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"The only constant in life is change." – Heraclitus
Such is true for life, as it is for business. The entire ecosystem our organization operates in—our customers, competitors, suppliers, partners, the company itself, etc.—is constantly changing and evolving. Change can be driven by emerging technology, regulation, leadership change, crisis, changing consumer behavior, new business entrants, M&A activity, organizational restructuring, and so forth.
Thus, the understanding of, dealing with, and mastery of the Change Management process is one of the most critical capabilities for our organization to develop. Excellence in Change Management should be viewed as a source of Competitive Advantage.
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