I am trying to find suggestions on how I can manage the change that is taking place in my work place.
Thanks.
It is difficult and ultimately pointless to make people do what they do not want to do. Nobody likes to be subjected to change. But change that we dream up and embrace on our own is different—that kind of change staff undertake and never tire of. If, instead of forcing personnel to perform this or that somersault, we found out what they want to do and helped them achieve it—in so doing building participation and receptivity to change—we would discover that change takes little suasion to envisage and implement. Redefining a relationship requires openness, reciprocity, and, especially, an appreciation of one’s vulnerability: it does not mean one must do battle with the old. An article on Forestalling Change Fatigue is at http://www.adb.org/publications/forestalling-change-fatigue.
Pls also google Gabriel et al (2013) .managing change in Nigerian Business Organisations....I hope it helps somehow.
I have written about CHANGE in several of my publications, and writing the excerpts would be time taking.
shall attempt to put in some matter here.
In the mean time please see this poem written some years ago if it helps:
PRESCRIPTION FOR CHANGE
Changing deep darkness to light; Wisdom from sheer might,
when it may be queer to fight; As success is high on flight,
it necessitates a process of CHANGE, whether visible or quiet,
fully motivating people, and enabling overcoming of plight.
CHANGE is a journey; signifying a state of consistent change,
when accuracy were at its best, and precision be’es in Range,
Manufacturing leaner, but weans, as if influenced by a sage,
Apprehensions at rest as in ordered and controlled exchange.
CHANGE is Trust and Integrity, no fidelity is ever negotiable,
Components merit technical aptitude, competitiveness enabled,
Embracing deep process knowledge, as Leadership ensembles,
Change deters processes vide which organizations may crumble.
CHANGE is a culture, coterie of Values to value knowledge,
Ah! Awakening to a renewed Belief; as of Malcolm Baldrige*,
Cultivating quality, with success and newer tenets to bridge,
It’s a CHANGE, when passion + values, partner marriage.
* National Quality award of US
Copywrite © Priyavrat Thareja 2003 ( to reproduce in full or part, pl. quote reference. (http://thareja.com)
The Jossey-Bass' Reader on Organization Development is an exceptional reader that covers the historic and philosophical background of the various change management approaches. Having said this, don't try to manage the change at your workplace, and rather lead the change you need or want to see for your workplace. Being proactive is the key. What are the various causes of the change? Who is effected by it and how? Is the change desired or required? I may offer more specific suggestions if you are able to share more about the changes.
https://www.linkedin.com/pulse/new-leadership-concept-just-fad-thomas-dullien-phd?trk=prof-post
I am not entirely sure I agree with Olivier that it is pointless to make stubborn people change. Sometimes it is necessary or essential. Using a big stick to force change is certainly not ideal and while it may achieve the desired change, resentment will be high, enthusiasm low, and opportunities will be sought to circumvent the change initiative. A carrot is a much better option; working with the change recipients, understanding their needs and concerns, and trying to ensure they receive benefit, are all positive steps forward.
A look online will direct you to (too) many books on the subject. 'Making sense of change management' by Esther Cameron and Mike Green is an excellent start. They do a great job describing the history of change mgt, they review many renowned models of change mgt, and they discuss important steps toward a successful outcome, all without excessive detail and complexity. The John Kotter series of books are also well known and widely applied in businesses globally. There is also a Journal of Change Management that might also be useful.
Hope this helps
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