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Change Management: Change Management Is A Structured Approach To Transitioning Individuals, Teams, and

Change management is a structured process for transitioning individuals, teams, and organizations from their current state to a desired future state. It aims to empower employees to accept and embrace changes in their business environment. Communication is critical for effective change management. Leaders must communicate consistently, frequently, and through multiple channels to share what is known about changes. They must also listen to questions and feedback, clearly explain the vision and objectives, and recognize that true communication is a two-way conversation. Over-communicating is recommended to help employees understand and support organizational changes.

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1K views5 pages

Change Management: Change Management Is A Structured Approach To Transitioning Individuals, Teams, and

Change management is a structured process for transitioning individuals, teams, and organizations from their current state to a desired future state. It aims to empower employees to accept and embrace changes in their business environment. Communication is critical for effective change management. Leaders must communicate consistently, frequently, and through multiple channels to share what is known about changes. They must also listen to questions and feedback, clearly explain the vision and objectives, and recognize that true communication is a two-way conversation. Over-communicating is recommended to help employees understand and support organizational changes.

Uploaded by

jaikishankoduri
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Change Management

Change management is a structured approach to transitioning individuals, teams, and


organizations from a current state to a desired future state. It is an organizational process aimed
at empowering the employees to accept and embrace changes in their current business
environment. In project management, change management refers to a project management
process where changes to a project are formally introduced and approved.

If you work in a corporation or with a large organization, you might have heard the phrase
"change management" used from time to time. Change management has been around for a while,
but has become extremely popular with organizations or corporations that would like to initiate
significant change to processes that can include both work tasks and culture.

A common definition used for change management is a set of processes that is employed to
ensure that significant changes are implemented in an orderly, controlled and systematic fashion
to effect organizational change. One of the goals of change management is with regards to the
human aspects of overcoming resistance to change in order for organizational members to buy
into change and achieve the organization's goal of an orderly and effective transformation.

Organizational Change Management

Organizational change management takes into consideration both the processes and tools that
managers use to make changes at an organizational level. Most organizations want change
implemented with the least resistance and with the most buy-in as possible. For this to occur,
change must be applied with a structured approach so that transition from one type of behavior to
another organization wide will be smooth.

Management's Role in the Organizational Change

In most cases, management's first responsibility is to identify processes or behaviors that are not
proficient and come up with new behaviors, processes, etc that are more effective within an
organization. Once changes are identified, it is important for managers to estimate the impact
that they will have to the organization and individual employee on many levels including
technology, employee behavior, work processes, etc.
At this point management should assess the employee's reaction to an implemented change and
try to understand the reaction to it. In many cases, change can be extremely beneficial with lots
of positives; however certain changes do sometimes produce a tremendous amount of resistance.
It is the job of management to help support workers through the process of these changes, which
are at times very difficult. The end result is that management must help employees accept change
and help them become well adjusted and effective once these changes have been implemented.

Role of Communication in Change Management

You cannot over-communicate when you are asking your organization to change. Every
successful executive, who has led a change management effort, in my experience, makes this
statement.

I have never worked with a client organization in which employees were completely happy with
communication. Communication is one of the toughest issues in organizations. Effective
communication requires four components interworking perfectly for “shared meaning,” my
favorite definition of communication.
 The individual sending the message must present the message clearly and in detail, and
radiate integrity and authenticity.
 The person receiving the message must decide to listen, ask questions for clarity, and
trust the sender of the message.
 The delivery method chosen must suit the circumstances and the needs of both the sender
and the receiver.
 The content of the message has to resonate and connect, on some level, with the already-
held beliefs of the receiver.

With all of this going on in a communication, I think it’s a wonder that organizations ever do it
well.Change management practitioners have provided a broad range of suggestions about how to
communicate well during any organizational changes.

Recommendations About Communication for Effective Change Management

Develop a written communication plan to ensure that all of the following occur within your
change management process.

 Communicate consistently, frequently, and through multiple channels, including


speaking, writing, video, training, focus groups, bulletin boards, Intranets, and more
about the change.
 Communicate all that is known about the changes, as quickly as the information is
available. (Make clear that your bias is toward instant communication, so some of the
details may change at a later date. Tell people that your other choice is to hold all
communication until you are positive about the decisions. This is disastrous in effective
change management.
 Provide significant amounts of time for people to ask questions, request clarification, and
provide input. If you have been part of a scenario in which a leader presented changes, on
overhead transparencies, to a large group, and then fled, you know what bad news this is
for change integration.
 Clearly communicate the vision, the mission, and the objectives of the change
management effort. Help people to understand how these changes will affect them
personally. (If you don’t help with this process, people will make up their own stories,
usually more negative than the truth.)
 Recognize that true communication is a “conversation.” It is two-way and real discussion
must result. It cannot be just a presentation.
 The change leaders or sponsors need to spend time conversing one-on-one or in small
groups with the people who are expected to make the changes.
 Communicate the reasons for the changes in such a way that people understand the
context, the purpose, and the need. Practitioners have called this: “building a memorable,
conceptual framework,” and “creating a theoretical framework to underpin the change.”
 Provide answers to questions only if you know the answer. Leaders destroy their
credibility when they provide incorrect information or appear to stumble or back-peddle,
when providing an answer. It is much better to say you don’t know, and that you will try
to find out.
 Leaders need to listen. Avoid defensiveness, excuse-making, and answers that are given
too quickly. Act with thoughtfulness.
 Make leaders and change sponsors available, daily when possible, to mingle with others
in the workplace.
 Hold interactive workshops and forums in which all employees can explore the changes
together, while learning more. Use training as a form of interactive communication and
as an opportunity for people to safely explore new behaviors and ideas about change and
change management. All levels of the organization must participate in the same sessions.
 Communication should be proactive. If the rumor mill is already in action, the
organization has waited too long to communicate.
Potti Sriramulu College Of Engineering And Technology

Department Of Management Studies

MINI PROJECT

Subject : Global Human Resource Management


Topic : Change Management
&
Role Of Communication In Change Management
Submitted to : Asst. Prof. Mrs. Kiran.Challa
Submitted by : K.JaiKishan
Roll No. : 09KT1E0015
Date : 30-08-10

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