The adage, Change the only constant’ is true since most people resist change. They prefer to live their lives, professional or personal, dictated by a routine. Even a slight change in their routines is not appreciated. Similarly, if changes for betterment of a company are proposed, many employees resent those changes. This holds true especially with long term employees of an organization. It is human nature to choose a stable and predictable environment where all change seems unnatural. Though change is inevitable, people fear it because of 1) Their incapability to understand change and its implications 2) Their belief that change is irrelevant and inappropriate 3) Their difficulty in coping with the level and pace of work after the change 4)Their unfounded notion that change is a temporary phase 5) Their perspective that their superiors regard them as incompetent, hence instituting change 6) A lack of authority or control 7) A lack of faith in their ability to learn new skills 8) The feeling of too much happening too soon 9) The staff’s aversion to some managers/superiors and total distrust in them 10) Job insecurity 11) A compromise on their salary 12) The feeling that this would impinge on their family time 13) The belief that the organization does not require the much-needed extra effort 14) The fear that in accepting change one may prove to be unfaithful to the traditional way of working 15) The fear that any change would highlight the weakness of employees in the new environment 16) Being burdened with more responsibilities, irrespective of the current workload 17) The ill-feeling which would result from a senior staff member reporting to managers or superiors younger to them 18) Mistrust amongst managers and employees 19) Reluctance to use new technology to simplify work processes 20) Resistance from unions who harbor ulterior motives 21) A lack of proper communication channels between the management and employees. Very few, if any, companies are immune from change these days. Sometimes the change is organic and people hardly notice it happening.
More often, however, change is initiated because businesses have to respond to external pressures and constraints as well as internal ones.
Most companies are either preparing for change, in the middle of managing change or just simply having a hard time recovering from some previous change. Wherever you are with managing change helping your people is essential. Most change programmes fail because nobody looks at the emotional fallout and the effect on people’s lives. How much change we have or whether change is good or bad for us is irrelevant; far more important is Change Management, how we deal with and cope with change. Good Change Management needs key people within your organisation to develop the skill and insight that will make a difference to the way things happen around them. In order to manage change in others you need first to examine how you got to be who you are, define your communication resources and investigate your personal beliefs and values. This Change Management Programme covers the effect of rules, assumptions, and patterns, the roles people play and conflicting ways of thinking and perceiving.
Courses: 1) Change Management Foundation 2) Change Mangement Foundation & Practitioner 3) Change Management Practitioner
