"People want change, they don't want to be changed.

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A common definition used for change management is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change. One of the goals of change management is with regards to the human aspects of overcoming resistance to change in order for organizational members to buy into change and achieve the organization's goal of an orderly and effective transformation.

The ADKAR Model

Change management has been developed over a period of time and one of the models that have played an influence in change management is the ADKAR model. ADKAR was a model developed by Prosci. In this model, there are five specific stages that must be realized in order for an organization or an individual to successfully change. They include:

Awareness - An individual or organization must know why a specific change or

series of changes are needed. Desire - Either the individual or organizational members must have the motivation and desire to participate in the called for change or changes. Knowledge - Knowing why one must change is not enough; an individual or organization must know how to change. Ability - Every individual and organization that truly wants to change must implement new skills and behaviors to make the necessary changes happen. Reinforcement - Individuals and organizations must be reinforced to sustain any changes making them the new behavior, if not; an individual or organization will probably revert back to their old behavior.

10 PRINCIPLES TO MANAGE CHANGE

1. Address the human side systematically. Any significant transformation creates people issues. New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. 2. Start at the top. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution.

3. Involve every layer. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change cascades through the organization. 4. Make the formal case. Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. 5. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires more than mere buy-in or passive agreement that the direction of change is acceptable. 6. Communicate the message. Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable. 7. Assess the cultural landscape. Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level of the organization. 8. Address culture explicitly. Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be explicit about the culture and underlying behaviors that will best support the new way of doing business, and find opportunities to model and reward those behaviors. 9. Prepare for the unexpected. No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment of its impact and the organization's willingness and ability to adopt the next wave of transformation. 10. Speak to the individual. Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them.

DEALING WITH ORGANIZATIONAL CHANGE

Individuals can reduce the impact of change and resulting stress by focusing on the value to be gained. The following are some ways to help approach change with a positive attitude: Keep an open mind. Do not assume that the results of change will be negative. Chang may be the best thing that ever happened to you. Stay flexible. Be ready to let go of the old and try the new. Talking with colleagues can help allay stress and foster a supportive environment. Be supportive of colleagues. It is important that people recognize each other's contributions on a regular basis and show appreciation for one another. Take an active role in the change process. Learn new skills, offer suggestions, set goals for yourself. Give change a chance to work. Be patient; change takes time. Ignore rumors. Instead, focus on gathering as many facts as you can about change. Talk with your supervisor when you have questions. Pay attention to yourself. It is important to learn to manage stress. People who feel good mentally and physically are better able to handle change. Eat a nutritious diet, get enough sleep, exercise, limit alcohol use and utilize relaxation/stress management techniques (e.g., deep breathing, progressive muscle relaxation), so your body and mind are able to deal with change.

"People want change, they don't want to be changed."

EIGHT STEPS TO TACKLE CHANGE:

Establish a sense of urgency-Identifying and discussing crises, potential crises or major opportunities. Forming a powerful guiding coalition-Assembling a group with enough power to lead the change effort. Encouraging the group to work together as a team. Creating a vision-Creating a vision to help guide the change effort. Communicating the vision-Using every vehicle possible to convey the vision to all people. Empowering others to act on the vision-Getting rid of obstacles to change like the structure. Planning for and creating short term wins-Rewarding employees and recognizing them. Consolidating improvements.

Institutionalizing new approaches

some change styles that may be appropriate:

Collaborative - The target population are engaged in the change process, typically through cascading workshops or meetings. They will be kept up to date on the issues. Their views will be actively sought and acted upon. Feedback will demonstrate how their input has been acted upon. Consultative - The target population is informed about the changes and their views are sought. Directive - The workforce is informed about the changes and why those changes are important. Coercive - The workforce is told that they must obey the new instructions.

Management's Role in the Organizational Change

In most cases, management's first responsibility is to identify processes or behaviors that are not proficient and come up with new behaviors, processes, etc that are more effective within an organization. Once changes are identified, it is important for managers to estimate the impact that they will have to the organization and individual employee on many levels including technology, employee behavior, work processes, etc. At this point management should assess the employee's reaction to an implemented change and try to understand the reaction to it. In many cases, change can be extremely beneficial with lots of positives; however certain changes do sometimes produce a tremendous amount of resistance. It is the job of management to help support workers through the process of these changes, which are at times very difficult. The end result is that management must help

employees accept change and help them become well adjusted and effective once these changes have been implemented.