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Extra resources for Change Management Revised Edition
2 The process of change Experience of change management programmes shows that it is the degree of care with which everyone involved prepares for the transition staee of the Droiect that is most likelv should start the development of the change strategy with a high level of agreement in a number of areas: 3 A framework for change In summary, you will need to balance developing an excellent understanding of how the programme will evolve, without dooming the project to failure by being over-prescriptive and setting the details in concrete.
Through an open style of management and the extensive involvement of staff, Asda employees came to agree on the need for change and became willing participants in the change process. If you are to act as a change agent then you must be prepared to sell the proposal to the key decision makers in the organisation. You must first identify the key decision makers and power holders in the organisation. Then you will need to get your key points across succinctly and forcefully. It is always a good tactic to emphasise the pain that management and the workforce are feeling with current practices so that the need for change is accepted and the picture of a brighter future looks more attractive.
If, say, a key member of the change management team is promoted and leaves the team, then this must be justified and the change manager must be able to explain the situation. When the change starts to gather momentum it will usually be essential that you involve the whole workforce and that they take ownership of the change process. It is therefore necessary to develop a consistent, effective communications strategy, perhaps using a range of channels such as team meetings, newsletters and e-mail.