Change Management

Do you ever hear people say:

• “I wish we would just slow down.”
• “Why do we always have to change?”
• “Can’t we just leave things alone?”
• “It’s working fine just the way it is.”
• “If it ain’t broke, don’t fix it.”

Maybe you’ve even said it yourself. Do you feel like the only constant in your organization’s life is change itself? Well, you’re not alone.

Over the course of the past 50 years, managing change has become an increasingly important obligation for organizations throughout world. The need and desire for change has led organizations to search for answers as to how best to plan for the large scale change they must now be equipped to face. In order to understand and manage this change more effectively, the related disciplines of organizational development and training were developed. Though organizational development and training are inherently different, the two posses many similarities and complement one another in leading organizations to successfully manage change. 

Though many organizations face unplanned or unexpected change, it is the implementation of planned change that is most crucial for the success of any organization today. Organizational cultures, and continuous demands of the market, have forced organizations to be prepared to recognize and invite change. In order to meet these demands, organizations typically turn to organizational development and training.

Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions. There needs to be intentional efforts made to allow people to experience their losses and deal with their emotions. However, people are unique. We don’t all adjust emotionally at the same pace or in the same direction. You will always find individuals who accept and embrace change easily and quickly. You will also always find people who need more time and support to work through the change process. Do not assume these people don't care or are unwilling to get on board with the change. Take the time to involve them, to engage them and support them through their feelings. You will find that some of your greatest advocates of the change you desire will be those who struggled with it the most in the beginning.