By Brian B. Brown

A sure bet in existence is that issues will switch. every thing is altering, occasionally very slowly, occasionally speedier than humans may possibly like, occasionally bringing new stress-free reviews and at different instances these humans may perhaps like to keep away from. this is often precise for organisations greater than ever ahead of. whereas switch might be yes, people's usual aversion to it creates conflicting pressures. Failure to realize and handle those conflicts is the most for the reason that switch projects don't produce the earnings, progress and defense expected. this article is designed to assist the reader comprehend what drives switch in a company, find out how to establish the "influencers" of switch and get them on aspect, find out how to take care of unfavourable reactions and the way to create and enforce an efficient marketing strategy for switch.

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Additional info for The Easy Step by Step to Managing Change (Easy Step by Step Guides)

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Employers feel that important strategic information, such as intended change initiatives, cannot be divulged to people lower down the organisation. The irony is that, more often than not, people through the whole organisation are aware that ‘something is going on’ or ‘something needs to happen’ and are probably talking about it anyway whether they are correct or not in their guesswork. People who are not told what is happening will tend to make it up anyway! Is this what you want? It is for all these reasons that, later in this book, I devote a complete chapter to such an important subject.

If evolutionary change is ignored or overlooked, revolutionary change is likely to occur! p65 24 30/05/02, 11:15 4 Organisation barriers to change While various factors are attacking the status quo, acting as drivers for change, parts of the status quo will strongly defend the existing structure. This is done by erecting barriers to any change that may be proposed. Organisation barriers will usually aim to support failings in one or more of the following areas: • unclear objectives • inappropriate structures • poor communications all of which are likely to have become entrenched in the status quo (see the diagram on page 26).

Unfortunately, and probably because of historic anchoring, some organisations have failed to recognise the need to change and I still find dominant, and sometimes covert autocracy in place in many organisations. * Employees who are not motivated are unlikely to support change. * For a more detailed explanation and guidelines for motivating people, please see our sister publication, the Easy Step by Step guide, Motivating your Staff for Better Performance.

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