Philosophy of Change Management

The real secret of successful management is discovering what people do naturally and then figuring out how to adapt the organization to take advantage of this natural behaviour. This philosophy works fine under a normal atmosphere, when the organization is doing fine under a fairly predictable market condition.Now under the change management scenario, this discovering takes a back seat. However, it is this time when one looks up to it's vision and core values. The vision acts like a compass to guide it in a troubled sea. And the core values are the guiding principle of how to row in the troubled sea. If the above two rules are followed the change scenarios will get past without much rough sea. The following characteristics are very common to any successful change management situation: There must be a sense of urgency. The urgency must be converted into a suitable goal statement. The goal must talk about a better sensible future / what is to achieve. It will also clarify how the change will be different from the present or the past. Put up a carefully selected group whose natural ability includes able leadership, authority, credibility, communication skills, and analytical skills. Everyone of this group should be committed for the cause. This is a mastermind group. There should have enough visible cohesion among the members. Now let this mastermind group communicate the vision to the entire organization in a kind and honest way and see that the organization understands the problem and feel the urgency for change. This is the most crucial phase of entire change management. When somebody feels the heat they think differently. And when somebody thinks differently he acts differently which is very conducive to change management. The changed behavior of the entire organization becomes spontaneous. Crisis Management Sometimes change management is coined as crisis and then it becomes the job of the CEO to define and communicate the crisis , it's magnitude & severity and it's impact on organization. The CEO must also be able to communicate the change management to how to end the crisis. It is something like fast acting change management. D. Start the action. Empower people to initiate action. Create some sort of

visible, unambiguous success very promptly. Pamper and celebrate these small successes. This will instigate the larger mass (because behaviors that gets rewarded are repeated). Many change heroes are created. Fables of heroes / success stories are spread across the organization. E. Now the core group shall see that the change has set in in a new way of life. The vision has become a reality. They also hold on to the new ways of behavior so that the change sticks to the organization. The change is complete now. It creates a new culture. Hold on to the new ways of behavior and make sure they succeed until they become strong enough to replace the old tradition. S. Bera Mumbai ( N.B: The idea emerged in view of ERP implementation across organization)