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  • Ishwinder Singh

    Member
    January 3, 2022 at 9:44 pm

    Change is an inescapable, however troublesome, angle of a developing business. Be that as it may, you don’t have to be embrace a “resistance is futile” demeanour to urge individuals on board and drive change. Change management models are planned to act as compasses that assist you explore troublesome moves and direct you and your group towards more than acknowledgment – to receive modern forms and maximizing ROI for business prepare changes.

    Change management models are concepts, speculations, and strategies that give an in-depth approach to organizational alter. They point to supply a direct to making changes, exploring the change prepare, and guaranteeing that changes are acknowledged and put into practice.

    Whether those changes apply to new hires who are learning the company forms, company-wide changes including inner tools, department-specific changes, or anything in-between, alter administration systems are outlined to create the changes simpler to execute and, more critically, to cement the alter as the unused norm.

    Some of the model I would suggest would be.

    1. Lewin’s Change Management Model

    • Unfreeze – Ensures that employee is ready for change

    • Change – Execute the intended change

    • Refreeze – Ensures that the change becomes permanent.

    The organization must first “unfreeze” the current process and study how it can assist to improve in order for everyone till will be affected by the change to understand the change. Once that is done, changes are made and employees are guided thro the transitioning period and after changes is completed through amending it through employee feedback, the organisation can “refreeze” it.

    The other theory I would introduce is Kotter’s Theory.

    1. Create a sense of urgency.

    • Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

    • This isn’t simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what’s happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

    2. Form a powerful coalition.

    • Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn’t enough – you have to lead it.

    3. Create a Vision for Change

    • A clear vision can help everyone understand why you’re asking them to do something. When people see for themselves what you’re trying to achieve, then the directives they’re given tend to make more sense.

    4. Communicate the Vision

    • What the organization do with the vision after you create it will determine their success. The message will probably have strong competition from other day-to-day communications within the company, so we need to communicate it frequently and powerfully, and embed it within everything that the organization do

    5. Remove Obstacles

    • Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

    i. Identify, or hire, change leaders whose main roles are to deliver the change.

    ii. Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they’re in line with your vision.

    iii. Recognize and reward people for making change happen.

    iv. Identify people who are resisting the change, and help them see what’s needed.

    v. Take action to quickly remove barriers (human or otherwise)

    6. Create Short-Term Wins

    • Create short-term targets – not just one long-term goal. We want each smaller target to be achievable, with little room for failure. The change team may have to work very hard to come up with these targets, but each “win” that they produce can further motivate the entire staff.

    7. Build on the change

    • Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change

    8. Anchor the Changes in Corporate Culture.

    • Finally, to make any change stick, it should become part of the core of the organization. Corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.

    i. Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.

    ii. Include the change ideals and values when hiring and training new staff.

    iii. Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
    iv. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.