Only one-third of all major changes succeed.
Resistance is the primary reason why so many fail. Most approaches to managing change ignore or trivialize the need to build commitment to changes such as mergers, reengineering, and new software systems such as ERPs.
We live in an age of rapid and chaotic change. Failed changes cost organizations dearly. Research indicates that resistance is the main reason why so many new initiatives go way over budget or get implemented in ways that really weren't worth all the effort and cost.
To build a capacity for change, you need to focus on four major principles:
Know the Lay of the Land
You must know your organization's capacity to handle major changes. Do people have the skills they need? Are they resilient - can they handle yet another change with full energy and commitment? Do they trust your resolve and leadership? What's the word on the street about how you have handled change in the past? To what extent do people see the same challenges facing the business as you? How skilled is your management team in leading change – and handling resistance?
Build Bridges
All major changes demand the active support of many individuals and groups. Without the commitment of these critical people, the change is put at serious risk. In many cases you must build bridges with these people. In other instances, you need to repair damaged bridges. And, in all cases, you need to keep good bridges in working order.
Examine the Past and Steal from the Best
How you handled change in the past is the best indicator of how you'll handle it today. If your track record is good, it will probably continue to be good in similar types of changes. If your track record is spotty, then you're likely to lose a lot of races. You must examine what's worked in the past -- and what hasn't. Learn from others who have gone before. What have others in similar and wildly different organizations done to lead change well? Put all this information together and ask yourselves: What are the lessons we can apply to future changes?
Take Action in a Way That Builds Commitment to the Change
Some changes need to go fast, others slow. Some work best as pilot tests and experiments. Others can be rolled out throughout the company. It all depends on your culture and the nature of the new initiative.
Building Capacity for Change Sourcebook puts tools in the hands of leaders and managers that can get derailed changes back on track – and show them how to build support for change well before resistance ever occurs. For too long, the human side of change has been ignored or just given lip service. These tools can help people who are serious about building commitment to change get started – and keep major changes alive.
It is the only resource book on leading change that invites you to make copies. We want people to use these tools. If you need a hundred copies of an assessment tool like Conditions for Change, it costs you nothing extra to make those copies.
Building Capacity for Change Sourcebook is written for executives, project managers, and consultants – anyone who must lead – or influence – people who are leading change in organizations. Whether working on a merger, reengineering, reorganization, or enterprise resource planning (ERP), you and your clients will find ideas and practical tools they can use immediately.
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Rick Maurer, author of Building Capacity for Change Sourcebook, works with leaders who want to build commitment to major changes - and with people who need to get major new initiatives back on track.
Rick provides these services in three ways: through consulting, presentations and speeches, and development of resources such as books and assessment tools. He has provided assistance to organizations as diverse as America Online, Amgen, Tulane University Hospital and Clinic, Bell Atlantic, Fannie Mae, Goddard Space Flight Center, IBM, Lockheed Martin, MTV Networks, Charles Schwab, Deloitte & Touche, District of Columbia Public Schools, the government of Guyana, the International Monetary Fund, as well as many federal and local agencies.
