Why does management in the UK seem unnecessary to manage change successfully? Despite the increasing scope, speed, and nature of change, recent research suggests that executives and managers are significant sources of stress, conflict, and harassment in the workplace.
When up to a third of employees say they are kept in the dark and unconsulted about significant organizational changes, is this “uselessness” possible? Endemic to UK management, or do staff suffer from a lack of knowledge and skills?
Large companies are estimated to experience significant change every three years, while small companies change almost constantly. With over 75% of change programs failing to meet their goals, organizations are wasting a large chunk of their time and money without getting the desired results. Organizations are littered with a history of poorly executed and unfinished change initiatives.
Recent reports from the Chartered Institute of Personnel and Development (CIPD), the Roffey Park Management Institute, and others appear to add to the growing evidence that many organizational change initiatives fail due to a lack of employee engagement and support because managers fail to manage the communication process or effort.
The results: a growing belief that leaders and managers don’t communicate, don’t talk to each other, and don’t have what it takes to manage change effectively.
So what do we need?
Organizations must address several areas to improve their ability to change: team selection, project management, consulting, and communication.
Change management requires different skills at different phases, and it is essential to consider the necessary skills when determining who will manage the various stages of a change project. For the change agenda to work, it is also necessary to ask yourself: “Who exactly will implement this plan?”
Managing change requires thoughtful planning and implementation and, most importantly, consultation and involvement of those affected. As soon as changes are forced on people, problems arise. Change must be realistic, achievable, and measurable. These aspects are fundamental in managing change when it affects people personally, such as B. Restructuring and downsizing.
Solicit engagement is not allowed.
Many executives and managers try to “sell” 039; switch to humans to speed up “the deal”; and implementation. Unfortunately, ‘Sale’ Broadcasting to people who aren’t fully committed to the show isn’t a sustainable strategy for success unless the goal is to spoon up the jelly with a fork.
When employees listen to management and a “supervisor” sells them a change, people seem to agree, but at best, they don’t support the change, or at worst, actively conspire against it.
Instead, change must be understood and managed so that people can deal with it effectively. Change can be unsettling, so logically, managers must exert a calming influence.