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Change management practices involve using resources, techniques, and processes to implement change initiatives and improve performance. Effective change management involves communication, stakeholder buy-in, a systematic approach, a designated change agent, creating a vision, managing the transition, and sustaining momentum. Adequate resources and support systems are necessary to avoid causing a deadlock in the completion of the change initiative.
In essence, change management practices focus on the use of resources, techniques and processes that can help organizations implement a change initiative to improve performance and efficiency. While the scope may differ between organizations, change management practices typically motivate people and create a vision for the initiative through ongoing communication. The coalition of key stakeholders – unions, managers and senior level managers have an interest in the proposed changes – can encourage a commitment to implement the change initiative. Most organizations find that the transition is manageable and the momentum for change is sustained with appropriate support systems during each phase of the change management process.
For most successful change management practices, having a systematic approach usually guides a group towards the completion of a change initiative. Effective change management typically involves having guidelines in place for the transition of each part of the change management process. Rulemaking can keep the change initiative running smoothly, mitigating a negative impact on the systems and people who are part of the change.
A designated change agent – the person or group normally responsible for leading, developing and implementing change plans – could create an environment in which the need for change is accepted. In general, ongoing change management communication creates a pathway for the change agent to demonstrate that the change initiative will lead to improvements. Through motivation, determination of readiness, and acknowledgment of resistance to change, anxiety about unknown consequences is often alleviated.
Creating a vision for the needed change is another element in change management practices. This practice helps articulate the core purpose of the change initiative. Vision can remove uncertainty and inspire people to commit to supporting a successful change initiative. Providing a vision for implementing change can also clarify the benefits for those most affected.
You can remove the barrier to gain stakeholder support as the group merges around the vision. Some organizations have individuals or groups that can positively or negatively influence a change initiative. With stakeholder buy-in, the change management process may have a better chance of success.
Getting everyone on board for the proposed change could backfire without a system to manage the transition. Specific events, or milestones, that transition from current to future conditions proposed in the change initiative usually must take place for a successful transition. Most successful change management practices typically include an activity plan centered around activities that will link the priorities associated with the change.
As activities occur, change management practices may also require activities that sustain momentum by reinforcing the ultimate change goals. The initial enthusiasm of the group could dissipate if problems arise during operational or structural changes. Having adequate resources and support systems to address issues could avoid causing a deadlock in the completion of the change initiative.
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