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By GSMIweb on 22-Apr-10 01:39.
During the summer of 2009, Prosci will be releasing a number of "Five tips" tutorials. These tutorials will provide simple, actionable steps to improving change management application. Each tutorial will focus on a particular element of change management, including: • Five tips for: Succeeding in change management • Five tips for: Sizing your change management efforts • Five tips for: Better communications • Five tips for: Managing resistance • Take the survey at the end of this tutorial to let us know which tips you are most interested in reading more about The first "Five tips" tutorial looks at being successful in change management. The tips come directly from practitioner experience and benchmarking data from Prosci's six benchmarking studies conducted over the last 12 years (Note: the 2009 edition of Best Practices in Change Management will be released this summer).
The ultimate goal of change management is to engage employees and encourage their adoption of a new way of doing their jobs. Whether it is a process, system, job role or organizational structure change (or all of the above), a project is only successful if individual employees change their daily behaviors and workflows. This is the essence of change management - mobilizing the individual change necessary for an initiative to be successful and deliver value to the organization. There is a whole system of people in the organization responsible for supporting employees in making this transition. From the highest levels of leadership to front-line supervisors, effectively managing change requires a system of actors all moving in unison and fulfilling their particular role based on their unique relationship to the change at hand. This tutorial examines the five key change management roles: • Change management resource/team • Executives and senior managers • Middle managers and supervisors • Project team • Project support functions
Prosci is releasing a four-part series on "why change management" to provide several different perspectives on how to make the case for applying a structured approach to manage the people side of change for organizational initiatives. This series includes: * Correlation data on the impact of effective change management * Cost-benefit analysis for change management * Case study on project impact of effective change management * Emergence of change management This tutorial looks at the emergence of change management over the last decade. It presents some history and context of change management as a discipline and then presents a number of reasons why change management has really emerged in the last several years.
We all want feedback - we want to know how we are doing. Getting that input gives us a benchmark of our current performance and helps us improve. It is important. It is necessary. And it isn't enough. Consider your basic performance review (even if it is a really effective one) or most any performance discussion. Most, if not all, of that conversation focuses on the past - what people have done that worked and went well, and what could be improved or changed. At the end of that conversation, the supervisor, coach or leader feels better - they have given the person feedback! Unfortunately, for the other person that might not be enough. While they now have a new perspective on their past performance, they must do the translation - they are left to figure out what to do next time.
We all want to be associated with a winner, be it a winning person, a winning team, a worthwhile cause or a successful organization. We all have sports people, teams, actors or artists that we consider "ours". When they do well, we bask in their reflected glory. It's the same at work - we want to be associated with a worthwhile "winning" organization. Our greatest reward is receiving acknowledgment that we have contributed to making something meaningful happen. More than anything else, people want to be valued for a job well done by those they hold in high regard. A famous study by Lawrence Lindahl in the 1940's came up with some surprising results. When supervisors and their employees were asked to list "What motivates the employees?" . . .
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