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What is change management?

https://www.cio.com/article/2439314/change-management-change-management-definition-and-solutions.html

cio.com

What is change management?
In modern IT, change management has many different guises. Project managers view change management as the process used to obtain approval for changes to the scope, timeline, or budget of a project. Infrastructure professionals consider change management to be the process for approving, testing, and installing a new piece of equipment, a cloud instance, or a new release of an application.

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Organizational change management (OCM)

It refers to any event or program an enterprise undertakes that causes major disruption to daily operations.

Organizational change management ensures that the new processes resulting from a project are actually adopted by the people who are affected.

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Benefits of change management

Benefits of change management

Change management reduces the risk that a new system or other change will be rejected by the enterprise.

By itself, it does not reduce costs or increase sales. Instead, it increases the teamwork required for the enterprise accept the change and operate more efficiently.

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Requirements for change management success

  • The right executive sponsor: responsible for developing the case for change and obtaining the necessary OCM resources.
  • Cultural willingness to adapt and change:  all organizations resist change to some degree.
  • Individual willingness to change: individuals must be willing to examine new information and adopt new behaviors and approaches.
  • Rewards and consequences: major changes need to be reinforced by rewards and consequences.

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What makes change management difficult

  • It takes a great deal of time to change attitudes and behaviors.
  • Change management is not deterministic. Unlike computer programs, people can be unpredictable and illogical.
  • Change management is a contact sport. The CM team needs to interact one on one with individuals who will need to change.
  • Cultural differences can make CM difficult
  • Change management can be started too early.

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SIMILAR ARTICLES & IDEAS:

Leo Tolstoy

“Everyone thinks of changing the world, but no one thinks of changing himself.”

Leo Tolstoy

About change

Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.

A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

  • They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
  • They focus too much on developing skills. 

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Diversity & Inclusion

Diversity & Inclusion

There is a significant relationship between competitive profit gains and diversity.

Companies with gender, ethnic and racial diversity are at least 15 percent more likely to experience...

5 Lessons for Managing D&I

  • Recognize the Shift in Global Understanding of D&I.  Diverse thinkers come from a variety of different backgrounds.
  • Build an Inclusive Environment. All people are encouraged to draw upon their unique experiences, perspectives and backgrounds to advance business goals.
  • Use Multiple Practices and Measures.  Have solutions in place to monitor and retain a talented and diverse workforce.
  • Ensure Leaders Model Diversity and Inclusion. It sets the tone for the rest of the organization to follow suit.
  • Recognize the Connection Between Innovation and D&I. Diversity and inclusion increase innovation and reduce business risk.

Cognitive Diversity

The concept of cognitive diversity focuses on diversity of thinking and is composed of four dimensions:

  • Perspectives. People represent situations in different ways
  • Interpretations. Through diverse interpretations, teams can discover multiple resolutions.
  • Heuristics. People resolve issues in different ways.
  • Predictive models. Some analyze, and others look for a story. Both are useful for discovering workplace solutions.

Why Change Is So Hard

Changing is necessary and takes energy but our brains tend to try to conserve energy as much as possible. So we have mental biases that influence our behaviors and make us shy away from opportun...

Make Change a Team Effort

 “Role Modelling” is one of the main factors behind successful change in organizations and consists of inspiring change by example.

While leadership will ultimately give you sign-off, the rest of the team will determine its success. So in an organizational setting, you must convince everyone of the necessity of change. 

Know Who You’re Dealing With

In a collection of individuals, one bad seed can kill all the hard work you’re putting in. You must understand who you are working with so you can tailor your message and actions so no one becomes a bad seed. To do this, sort your team in the following categories:

  • Fast Yes: those on your team and ready to work to implement the change.
  • Slow Yes: slightly skeptical but still open and can see the value in what you’re doing.
  • Fast No: quick to dismiss change but clarity and decisiveness can change that and turn them into strong supporters.
  • Slow No: look like they can be persuaded but have already decided against you and will stall and undermine. Here, convincing by example is the best route.