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Common mistakes made by managers
Question: “It seems to me that we have thought through the process of change to the smallest detail, but already at the first stages of the implementation of the plan…

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Common mistakes made by managers

Question: “It seems to me that we have thought through the process of change to the smallest detail, but already at the first stages of the implementation of the plan we ran into serious problems …”

ERROR: Any change must begin with a diagnosis. This stage is essentially a starting point and is associated with an accurate determination of which change is necessary and desirable. That is why the actions taken at this stage need to be given sufficient time and attention. In many organizations, the diagnostic phase is often overlooked or done poorly, which almost guarantees the failure of subsequent stages of the process. The consequences of this approach are obvious: a planned change crashes and is not implemented, or leads to disastrous results. If this is the case in your situation, then it is most reasonable to return to the beginning of the process and properly diagnose.

Question: “At the stage of diagnosis and planning for changes, I did not meet any serious resistance among the employees, however, in the process of implementing the plan, some problems appeared …”

Error: When making any changes, it should be remembered that employees are unlikely to welcome the change if it does not seem attractive and profitable to them. In the planning process, try to understand where the resistance will arise during the management of the planned change. The model proposed by Hinings (Hinings, 1983) can help you with this analysis. first, it follows that a given planned change is unlikely to be successful if those who it affects do not agree that it will be favorable, even if they agree with its necessity. This can be seen from the corresponding right quadrant. Secondly, we can judge the conditions that must exist or be created for the success of a planned change. These conditions are presented in the upper left quadrant – a situation where those who are affected by the change agree both with its necessity and with the specific proposed change. Finally, in the lower left quadrant, the model shows that for a reasonable chance of success, the minimum requirement is the consent of the people affected by the change to the existence of a need or problem that requires some change.

In addition, this model allows us to come to two further conclusions. Firstly, the conditions presented in the lower right quadrant will certainly require more time and effort for the successful implementation of a given change. Secondly, the time and effort spent should be aimed at achieving the conditions presented in the upper left quadrant, i.e. The “diagonal offset” of those affected by the change.

Thus, even at the planning stage, it should be established who will be affected by the change, how these people will perceive it, whether they will resist it, and if so, to what extent, and, most importantly, why they will resist. Such an analysis is necessary for the corresponding adjustment of plans and the adoption of adequate decisions subsequently.

Useful Tips

The manager can increase his chances of successful implementation of changes in the organization by:

conducting an analysis to determine the problems of the current situation and the possible causes of this situation. the analysis will determine the real importance of the problems, the necessary speed of their solution, to avoid the emergence of new problems, as well as to clarify the types of changes that are usually required.
analysis of the factors necessary for the implementation of the required changes. it should focus on the following issues: who can resist change, why and how much, who has the information needed to plan a change, whose help is needed to make a change, what are the position and position of the initiator of the change in relation to other stakeholders in terms of strength , trust, ways of interaction, etc.
choosing a change strategy based on a previous analysis. this choice specifies the speed or pace of change, the amount of preliminary work associated with planning, and the degree of involvement of other people. this choice determines the tactics of using individual employees and teams.
monitoring the process of making changes. no matter how well the tactics and strategy of change are chosen at the initial stages, completely unexpected problems often arise in the process of making the change. only by carefully managing the process can we timely identify unforeseen effects and correctly respond to them.

 

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