Planning for change

Planning for Change

Definitions

Planning - The process of deciding what needs to be done in order to accomplish specific objectives

Innovation- A more effective or efficient process, or item, to introduce a change which is significant enough to change the item, thought, process or emotional basis, to change by planning a higher or different quality standard.

Innovation can also be defined as "to bring in something new; make changes in anything established; to bring in something new for the first time".

Continuous improvement-The idea of continuous improvement is related to the belief that there is always a way to improve the way we do business. By identifying opportunities, having consistent processes in place and constantly reviewing performance, businesses can remain competitive. This relates to the whole organization as well as all tasks undertaken by all work units and individual employees

Planning and Contributing to Change

If change and innovation are going to be well managed, then you need good planning. As a manager, your role in change management is to be involved in that planning; both at the strategic organisational level, and at the operational or day to day level. A change agent is a person who acts as a catalyst and facilitator, and manages part or all of the change process. Increasingly, frontline managers are expected to be able to exercise the skills of a change agent within their work section.

Planning and Consulting With Stakeholders

Stakeholders, whether they are employees, other managers, suppliers or customers, can influence how your change programs go, so it's important that you take their reactions into account. As a manager, you need to identify who will be affected directly and indirectly by the proposed change, and determine ways of creating 'win-win' situations for them.

Remember, stakeholder support, particularly where the stakeholders are employees, is critical in turning plans and ideas into planned outcomes.

Communicating Your Objectives and Plans

Plan your communication strategy and you should know who you need to communicate with. Many employees will react to news of a change with fear: will it directly affect their wages, hours, position, ambition, work mates and peers? Left unaddressed, such fears can cause resistance. For your change program to be successful, you need to promote it through positive communication of ideas and goals. To be effective, start communicating as early as possible in the process, and make your communication open and honest. The essence of good communication is in the credibility and clarity of your message - and good management of rumours! Monitor your communication as well as the change process

Overcoming Resistance to Change

Why do some change programs fail? One of the most common causes is that managers have not recognised - and managed - resistance to change. And one of the biggest causes of resistance to change is fear of the unknown. As well as this, you may also have to deal with issues of self-esteem and self-confidence. Another reason why people may resist change is the way the organisation has dealt with employees in the past. If there's lack of trust between management and employees, there's likely to be resistance to change. But there are ways to overcome resistance; among the most powerful are effective, inclusive communication strategies.