Running head: MANAGING AFTER THE CHANGE

Phase 5 Individual Project

Raymond Tillman
Colorado Technical University Online
HRM445-1304A-01
November 11, 2013

MANAGING AFTER THE CHANGE

Managing After the Change

The application of change models could be accomplished through the use of 10 basic
principles. The first principle is to address the human side of change systematically. Change is a
difficult task specifically for humans; any significant transformation creates people issues. As
leaders it is important to take a formal approach versus a reactive or case-by-case basis when
managing change. The change-management approach should be fully integrated into program
design and decision making, both informing and enabling strategic direction. It should be based
on a realistic assessment of the organizations history, readiness, and capacity to change. (Jones,
Aquirre, & Calderone, 2004 April 15). The second principle to apply is to start at the top of the
organization. When it comes to change within any organization employees will look to the
leadership for strength, support, and direction. It is important for leaders to embrace changes
first, both to challenge and to motivate the rest of the organization. The third principle which
needs to be applied is the involvement of every level within the organization. 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. The fourth principle is to make a formal
case. As human we are inherently rational and will question to what extent change is needed.
When making the formal case leaders must first confront the reality of the resistance to change
and be able to articulate a convincing need for change. Secondly, leaders have to demonstrate
faith that the organization will have a viable future and the proper leadership to ensure this.

MANAGING AFTER THE CHANGE

Lastly, leaders must provide the roadmap to guide the wanted behaviors and decision making.
The fifth principle is the creating of ownership. Leaders must embrace the change whole heartily
and accept the responsibility for ensuring the change happens I all areas of their control and in
which they have influence. One of the best methods for establishing ownership is involving
employees in the identification and problems and providing solutions. The sixth principle that
should be applied is to communicate the message. It is important for leaders to understand that
communicating the message should be done as much as needed to ensure that all understand it,
keeping in mind that everyone grasps concepts differently and have different capacities of
understanding. Communication should flow from both direction from top to bottom and vice
versa and should involve listening at tentatively. All communications should be targeted to
provide employees with the right information at the right time and to solicit their input and
feedback. (Jones, Aquirre, & Calderone, 2004 April 15). The seventh principle which should be
applied throughout the change management process is assessing the cultural landscape.
Successful change picks up speed and intensity as it filters downward, understanding this;
leaders have to understand and take into account the culture and behaviors at every level of the
organization. Understanding the cultural landscape will assess in the determining the readiness of
change, identification of major problems, identify conflicts, core values, beliefs, behaviors, and
perceptions that have to be taken into account in order for the implementation of successful
change to occur. The eighth principle that should be applied is explicitly addressing the current
culture. 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. This requires developing a baseline, defining an explicit end-state or desired culture,
and devising detailed plans to make the transition. (Jones, Aquirre, & Calderone, 2004 April

MANAGING AFTER THE CHANGE

15). The ninth principle is the preparing for the unknown. No change method will go 100% the
way it was planned. In order, to minimize the dealing with the unknown, effective management
of change requires continued reassessment of the impact and the willingness and ability of the
organization to embrace the change. Fed by real data from the field and supported by
information and solid decision-making processes, change leaders can then make the adjustments
necessary to maintain momentum and drive results. (Jones, Aquirre, & Calderone, 2004 April
15). The tenth and final principle to apply to any change process is speaking to individuals.
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. (Jones, Aquirre, & Calderone,
2004 April 15).
In conclusion change can be difficult, but is inevitable. With the application of the 10
basic principles discussed an organization will lessen the difficulties of change.

MANAGING AFTER THE CHANGE

References
Jones, J. Aquirre, D., & Calderone, M. (2004 April 15). 10 Principles of Change Management.
Retrieved from http://www.strategy-business.com/article/rr00006?pg=3