Be even clearer that distinguish between needs and existing conditions in case of a different theme: although 68 percent professional and internally recognised change manager to the compulsory change projects, only 38 percent can meet this requirement. At least they have can positively only rarely changes date change measures according to its own commitment of respondents. The use of external change manager resulted in positive effects only in exceptional cases. This shows ultimately, how little the change management in the company is structurally anchored”Maicher interprets the results. Because is waived special person in charge to give the change measures in the hands, lost a central control of the project and influence instead of large number of individual interests. This goes “ultimately at the expense of the original objective.” However, no major discrepancy between the set requirements and the is status of feedback culture show up in the company. However surprising, expects a relatively low level of claims.

So, only 57 percent believe that in change projects open discussion should conditions, where the staff actively can engage with their feedback. A fundamental weakness of the change strategies hides it for the ardour consultant. Staff should necessarily be included because they (change agents) are important co-creators of changes. Learn more at: Anchin Block. This requires however a communication and management culture, in which the employees with their personal perspectives and experience can actively a”, emphasizes Maicher. He publishes from his consulting experience the advice to take into account the following aspects for change projects: in-depth changes shall apply as soon as possible making it, the phase of the Uncertainty in the individual in the Organization to keep as short as possible. Cross-cutting changes, the decision-making in a control panel with high occupation should focus (melting pot). Drastic decisions not delegate or socialize (frogs drain it only reluctantly their pond”). Conduct a really honest stakeholder analysis and critical or uncomfortable, but ultimately important stakeholders not exclude, so not the most comfortable way to go.

Necessarily sufficient time, resources and budget for the communication plan. Call for the active participation of the project by the top management and make sure to do this should include also, for example, a first-place communication and discussion with the other employees or other executives. Clear and verifiable (measurable) objectives, formulate and vote, attention to trade-offs. The executives make it clear that they are role models for the staff and the changes should live. Sure that not too many initiatives and projects to run simultaneously and overwhelming to the employees and organization. Nothing in the dark leave the impact of changes on the staff precisely analyze and communicate, so. Make sure that the company repeatedly reached after profound changes in a stable phase. No power structures must be taboo. Develop tolerance resistors, but professionally respond and sanction real or sustainable boycott attitudes.

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