Successful Organisational Change
Organisational change will be difficult to bring about even though it sounds easy to do. All you need to do is communicate effectively with your employees by telling them about the effectiveness of implementing a new change, right? This maybe good in theory but in reality change may be difficult to implement. Here are the two impediments to successful organisational change: lack of management example and follow through:
- Lack of Management Example: The change won’t happen unless management leads by example in staff meetings or at every possible opportunity. If management to lead by example the change may happen initially but it won’t be long-term or last. Employees, will mirror the lead of the managers rather than what they say. Employees know by following the examples of middle management and management, they will get ahead. That’s not just to suggest Managers words are not profound and have an impact. However, the words have to be backed up by management action to bring about change.
If management says one thing and does another, its sending employees mixed messages. For example, if management wishes all employees to sign a code of conduct, plaster it all over the walls and then no one follows the code, it’s a mixed message and will not change the culture of the organisation.
If Management are to bring about a change, they must be prepared to live by the same example that they want to set their employees wherever possible
- Lack of Management Follow-Through
If management fails to follow-through on the change, all the way through its implementation, change is unlikely to occur or be sustainable.
Making organisational change will occur if management verbally back the change, continually push for change and give it time to work. Many clever initiatives fail because they’re not given time to become embedded within organisational culture. Any major change will take a year to embed itself within the culture. During that time, you should:
- continually reinforce the message of change.
- constantly explain the reason for the change.
- provide the necessary resources to do the project (training, money etc).
- if you have to have instigate a new initiative while breaking in the change, don’t abandon the message of this change, for the sake a new one.