Guidelines for Implementing Change

Let’s take a look at five specific guidelines that all organizational change efforts should consider during the implementing and sustaining phases of change:

∙ putting a respected person in charge of the change
∙ creating transition management teams
∙ providing training for new knowledge and skills
∙ bringing in outside help
∙ acknowledging and rewarding people

Putting a respected person in charge of the change is critical. Every significant organizational change needs a champion. Organizational change invariably involves learning curves and unexpected obstacles. A respected advocate or champion must be available to others during times of frustration and setbacks.

Creating a transition management team is suggested in the work of William Bridges. Bridges’ (1991) concept can be applied to virtually all types of changes. The interests of internal stakeholders (organizational members in various departments and locations) and the interests of external stakeholders (suppliers, distributors, and customers) should be represented on the transition management team. These teams provide emotional as well as technical support. It is important to know to whom to turn during times of frustration.

Providing training for new knowledge and skills cannot be overemphasized (“Strategic Organizational Learning,” Chapter 3). A feeling of incompetence is a major reason for resistance to change. It is important to have adequate resources to help everyone achieve a feeling of competence with the new skill set as quickly as possible.

Bringing in outside help is essential to keep the process “on track.” Independent consultants who specialize in human process consulting (“Strategic Organizational Change,” Chapter 3) have helped many clients through the change process. These consultants are not emotionally involved, so they are in a position to offer objective guidance.

The acknowledging and rewarding of people for new behaviors are critical leadership functions during the implementing and sustaining phases. Using new skills involves risk—the risk of failure. Acknowledging and rewarding those who use the new skills encourages others to do the same.

To read more about this and related organizational change issues, purchase a copy of my book, “Strategic Organizational Change,” on my website www.mikebeitler.com. Please feel free to send me your questions, comments, and suggestions for future articles anytime.