一個變化會改變組織均衡的狀態，會引起生氣蓬勃的創新，由于這個變化，新環境也會產生很多的不適。同樣道理，在商業里，管理的改變或變化一旦發生，也會感受到不適。因此，組織應該把感受到的不適感看成是讓組織避免失敗的睿智方式。因此，管理的改變產生后，我們應該能夠為與組織相關的人創造良好的環境，并且提供他們新環境中的調整工具。

介紹—INTRODUCTION

 

A change that alters a position of equilibrium will result in vibrant creation of a new circumstance where there will be a lot of discomfort due to that change. As in case of business same discomfort is experienced if any alteration or change in management occurs. so this discomfort that experienced by the organization should be treated in a wise way in order to save the organization from the clutches of failure. thus when a change in management occurs we should be able to create a good environment to the people who are associated to the organization and provide them with the tools for adjustments with the new situations.

 

一個新項目的失敗原因--REASONS FOR FAILURE OF A NEW OJECTPROJECT

 

When a management change occurs all the initiatives and improvement project fails due to the following reasons.

 

• The first and foremost reason is that we fail to understand the expectations of key stake holders.

About 70 to 75 percent of major change of effort of organization fails to meet this. If 70 percent of change efforts are failing, then an astonishing amount of money and human effort is being wasted. Understanding the importance of people will take the organization far away from failure. ’’human dimension” should be considered. People always have different thinking. if staff of organization don’t trust leadership, don’t share the organizations visions, don’t buy into the reason for change and aren’t included in the planning then there lies no success regardless how brilliant the strategy is.

 

• Lack of restructuring, culture change and reengineering#p#分頁標題#e#

Many change efforts involve more than one type of change.40% of all projects are coded with multiple change. The changes in culture should be considered well and provide a situation to cope up with the new or emerged one. When dealing with a merger, the organization should also address process management, cultural alignment and structural alignment. thus a successful strategy for change will need to contain general elements that are all common to all successful initiatives.

 

• Not appreciating that people through out the organization have different reactions to change. if we fail to appreciate the people for adaptation then it may result in failure. Each person have different level of adaptation. considering this the new management should be able to appreciate each individual at there level of need for it.

 

Change is most likely to fail when driven by in effective, missing or conflicting leadership. The apparent lack of a plant and no clear leader likely to produce failure.

 

The main factors that are highly correlated with failure

 

• Sponsor left.

 

• Sponsor was uninvolved or ambivalent.

 

• Key executives or other departments did not support the change effort.

 

• The goals seemed vague.

 

• There didn’t seem to be a plan.

 

• No one seemed to be in charge.

 

• Problems not communicated to the sponsor.

 

• Executives were more concerned with other issues.

 

• People didn’t understand the reasons for change.

 

• Vendors/suppliers failed to deliver product or service promised.

 

• The change clashed with the way things are done in your organization (i.e., the culture didn’t support the change).

 

• No attempt to keep people informed about progress.#p#分頁標題#e#

 

• Executives clashed over control of the change effort.

 

• Resources were diverted to other priorities.

 

• Schedule was unrealistic; frequent schedule changes.

Several of the factors related to project management, such as problems not being communicated to the sponsor, failure of vendors/suppliers, and an unrealistic schedule. Two items implied communication problems: people didn’t understand the reasons for the change and there was no attempt to keep people informed about progress. Another significant but difficult-to-categorize correlate was the perception that the change clashed with the way things “are done in the organization.”

 

• treating transformation as an even, rather than a mental and emotional process. We usually disregard the wrenching emotional process of large scale change and when we begin to address the emotional component, we under estimate its depth.

Large scale organizational change usually trigger emotional reaction like denial, negativity, choice, tentative acceptance, commitment, leadership can either facilitate this emotional process nor ignore it at the peril of the transformation effort.

 

• Lack of well articulated goals and planning

 

The articulation of goals and planning must be done in such a way that it goes hand in hand otherwise poor or no planning appears to be a strong contribution to failure.

 

• Lack of communication openly and honestly.

 

This may lead the organization into a deep failure. many of the new management often have a tendency, not to tell openly and honestly to the co-workers that may lead them into failure of their project. opinion data are most often cited for change perceived as failing.

 

• Not appropriately “setting the stage” for change.

 

People should know the vision, goal and strategy of the company. they need to understand the financial reality of the business and their action impact that reality.

 

• Lack of information about the demographic,global economic, technological competitive 

and industrial trends are the basic factors of failure of any new management.

Trying to manage transformation with the same strategies used for incremental change and forgetting to negotiate the new#p#分頁標題#e#

“compact” between employers and employees.

 

• Under estimating human potent ional

 

All humans have their own potential. If we underestimate these potential we are going to loss many good ideas .this practice is one of our worst mistake that lead into failure.

 

Other key factors of failure

 

Lack of proper planning, Organizing, Controlling, Co-ordinating.

 

Any organization irrespective of size or location, without a proper planning it is not going to achieve its goal. if there is no organizing and controlling in the enterprise then there is no point in running the business. each sections of the organization should be well coordinated in order to achieve the objective.

 

一些理論的變化--SOME THEORIES OF CHANGE

 

Change management field is based on psychology, business and engineering. Some models of evolution of the change management is derived from both organizational development individual behavior. hence this section s divided into individual change management and organizational change management.

 

Individual Change Management

 

An early model of change developed by Kurt Lewin described change as a three-stage process. The first stage he called "unfreezing". It involve making ready to change the organization based on present situation. In the second stage the change occurs. This is typically a period of confusion and transition. It is the period of taking action for the change. The third and final stage he called "refreezing". The new mindset is crystallizing and embedding the new ways of working into organization..

 

A Formula for Change was developed by Richard Beckhard and David Gleicher and is sometimes referred to as Gleicher's Formula. The Formula illustrates that the combination of organizational dissatisfaction, vision for the future and the possibility of immediate, tactical action must be stronger than the resistance within the organization in order for meaningful changes to occur.

 

The ADKAR model for individual change management was developed by Prosci with input from more than 1000 organizations from 59 countries. This model describes five required blocks for change to be realized successfully on an individual level. The building blocks of the ADKAR Model include:

 

• Awareness – of why the change is needed

 

• Desire – to support and participate in the change

 #p#分頁標題#e#

• Knowledge – of how to change

 

• Ability – to implement new skills and behaviors

 

• Reinforcement – to sustain the change

 

Organizational Change Management

 

Organizational change management includes processes and tools for managing the people side of the change at an organizational level. These tools include a structured approach that can be used to effectively transition groups or organizations through change. When combined with an understanding of individual change management, these tools provide a framework for managing the people side of change.

 

為什么員工抵制改變--WHY EMPLOYEES RESIST CHANGE

 

1. The individual's personal predisposition to change.

 

This is individual and deeply ingrained because it comes from how change and ambiguity were handled when we were children.

 

2. Surprise and fear of the unknown.

 

Information helps with this.

 

3. Climate of mistrust.

 

Managers who trust their employees make the change process an open, honest

and participative affair.

 

4. Fear of failure.

When we don't know what the change may bring in terms of our individual jobs.

 

5. Loss of status and/or job security.

 

Administrative and technological changes that threaten to alter power bases or eliminate jobs are usually strongly resisted.

 

6. Peer pressure. Employees take on the causes of one another even if not directly affected.

 

7. Disruption of cultural traditions and/or group relationships. Changes rock the boat and there are waves.

 

8. Personality conflicts. Sometimes it's just the person in charge of the change.

 

9. Lack of tact and/or poor timing.

 

10. Not seeing the benefits. Employees resist a change that might bring more work or more pressure while they see nothing positive to be gained.

 

參與任何改變一些事實--SOME FACTS INVOLVED IN ANY CHANGE

 

• A change bring periods of deep introspection.

 

• It causes us to question who we are and who we'll be when they're over.#p#分頁標題#e#

 

• It involves loss.

 

• It involve ambivalent feelings and therefore conflict.

 

• It is a part of life, because life is change.

 

• Changes are wonderful opportunities for evolving.

 

• Some changes have to be accomplished after the fact - a car accident that leaves you blind, for instance.

 

• The more you fight a change, the harder you'll make it on yourself.

9. Coaching is excellent for change

 

變更管理的指導原則--GUIDING PRINCIPLES OF CHANGE MANAGEMENT

 

Success at large-scale transformation demands more than the best strategic and tactical plans, the traditional focus of senior executives and their advisers. It requires an intimate understanding of the human side, as well—the company’s culture, values, people, and behaviors that must be changed to attain the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of thousands or tens of thousands of employees who are responsible for designing, executing, and living the change.

 

1) Address the human side of change systematically: Any transformation of significance will create people issues. New leaders will be asked to step up, positions will be changed, new skills and capabilities must be developed, and people will be uncertain and will resist. Dealing with these issues on case-by-case basis puts speed, morale, and results at risk. A disciplined approach to change management must be one of the four pillars of any transformation approach . This fact-based approach demands as much data collection and analysis, planning, and implementation discipline as a redesign of strategy, systems, or any other processes. It should be fully integrated into program design and decision-making. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change. A formal approach for managing change—beginning with the leadership team and then engaging key stakeholders and leaders—should be developed early but adapted often as change moves through the organization.

 

2) Change starts at the top and begins on day one: Change is inherently unsettling for all the people at all levels of an organization. The leadership must change first to challenge and motivate the rest of the institution, speaking with one voice and “walking the talk” to model desired behavior. At the same time, individual executive team members are going through their own personal changes and need to be supported so that they can be in agreement with their executive team members. Executive teams that work well together, that are aligned and committed to the direction of change, that understand the culture and behaviors it intends to introduce, and that can model those changes themselves are best positioned for success.#p#分頁標題#e#

 

3) Real change happens at the bottom: As transformation programs progress through strategy/target setting, design, and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders and pushing responsibility for design and implementation it through the organization. Strategy and target setting is usually the responsibility of the leadership team. Design teams drawn from the next layer of executives and senior managers must be prepared to work across silos and lead the change. Implementation relies on line managers.

 

4) Create ownership, not just buy-in: Large change programs require a distributed leadership that has broad influence over decisions that is known to the senior team. Change leaders must over-perform during the transformation and be the zealots that create critical mass for change in the workforce. This requires more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility for making change happen in all of the areas they influence or control. Ownership is often best created by involving people in identifying issues and crafting. Many companies create “design and build” teams led by key change agents to develop the core strategies they required to implement.

 

5) Practice targeted over-communication: The best-laid plans are only as good as the institution’s ability to understand, adopt, and act on them. Too often, change leaders make the mistake as that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and actionable. Communication is important for both outbound and inbound. It should be targeted so as to provide employees the right information at the right time, to solicit their input and feedback and to check in on their emotional response to what they’ve heard. Change programs often require over-communication through multiple, redundant channels. However, communication must be timed, coordinated, consistent and personal. The best change leaders speak from the heart and convey a deep sense of personal commitment. They tell a consistent story and view telling the story as a key responsibility in the change process.

 

6) Explicitly address culture and attack the cultural center: Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behaviors. Change programs often require amending, creating (in new companies or companies built through multiple acquisitions), retaining (in storied consumer goods or manufacturing concerns), or merging (in mergers or acquisitions of large companies) culture to be.

 

7) Assess the cultural landscape early: Successful change programs pick up speed and intensity to understand and account for culture and behaviors at each level of the organization. Companies often make the mistake of assessing culture either too late or not at all. Thorough cultural diagnostics can assess organizational readiness to change, bring major issues to the surface, identify cultural factors that will support or inhibit change, and target sources of leadership and resistance. They identify the core values, beliefs, behaviors, and perceptions that must be taken into account for successful change to occur. They serve as the common fact baseline for designing key change elements, such as the new corporate vision, and building the infrastructural programs needed to drive change.#p#分頁標題#e#

 

8) Prepare for the unexpected: No change program has gone completely according to script. always expect unexpected. People will react in unexpected ways, areas of anticipated resistance will fall away, and the external environment will shift. Effectively managing change requires constantly reassessing the impact of change efforts and the organization’s willingness and ability to adopt the next wave of transformation.

 

Client Example:

 

A leading U.S. healthcare company was facing competitive and financial pressures due to its inability to react to changes in the marketplace. An organizational diagnostic revealed shortcomings in its organizational structure and governance, and the company decided to implement a new operating model. The leadership team stood behind the new model they had selected and were excited about their shared aspiration, but in the midst of its detailed design a CEO shift occurred, and a new leadership team took over. The new team was initially skeptical—the task at hand was to overcome the “not invented by us” syndrome. It took a retrenching and a solid case for change, grounded in facts and supported by the organization at large, to ultimately convince the new leadership team to continue down that path. The fundamentals of the new operating model remained unchanged but adjustments were made to the speed and sequence of implementation activities.

Client Example:

A consumer goods company with a suite of premium brands determined that business realities demanded a greater focus on profitability and bottom-line accountability. In addition to redesigning metrics and incentives, it developed a plan to systematically change the company’s culture, beginning with marketing, the company’s historical center. It brought the marketing staff into the process early to create zealots for this new philosophy, adapting marketing campaigns, spend plans, and incentive programs to be more accountable. The rest of the company quickly fell in line, and the modified culture took off.

 

10) Speak to the individual as well as to the institution: Change is a personal journey as well as an institutional one. It happen for one person and one team at a time. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them. People will react to what they see and hear around them. Involve people in the change process. Provide highly visible rewards (promotion, recognition, bonuses) as dramatic reinforcement for embracing change. Sanctioning or removing people standing in the way of change help to reinforces the institution’s commitment.

 

成功的變更管理的要點--THE POINTS FOR SUCCESSES IN CHANGE MANAGEMENT

 

Most change efforts fall far short of their potential. Usually that's because leaders fail to address the deep behavioral changes they are seeking. The following management principles are at the heart of any successful change effort:

 

1. Keep performance results the primary objective of behavior and skill change.

 

2. Continually increase the number of individuals taking responsibility for their own change.

 

3. Make sure that each person always knows why his or her performance and change matters to the purpose and results of the whole organization.

 

4. Put people in a position to learn by doing, provide them with the information and support they need just in time to perform.

 

5. Embrace improvisation as the best path to both performance and change.

 

6. Use team performance to drive change whenever demanded.

 

7. Concentrate organizational designs on the work that people do, not on the decision-making authority they have.

 

8. Create and focus energy and meaningful language because these are the scarcest resources during periods of change.

 

9. Stimulate and sustain behavior-driven change by harmonizing initiatives throughout the organization.

 

10. Practice leadership based on the courage to live the change you wish to bring about.

 

相關項目成功的積極因素--CORRELATIONS OF POSITIVE FACTORS WITH PROJECT SUCCESS

 

• Visible support from the sponsor throughout the project.

 

• People understood what they had to do in order to make the change work.

 

• The effort was adequately staffed and funded.

 

• Dedicated, capable project team

 

• Strong project manager.

 

• Other organizational priorities didn’t get in the way.

 

• Progress toward the goals was tracked and publicized

Factors that were highly correlated with success :

 

• The change was explained to everyone.

 #p#分頁標題#e#

• Continued support of the sponsor throughout the project.

 

• The change was kept small and manageable.

 

• Fair treatment of employees.

 

• The sponsor had the support of other key executives.

 

• There was a detailed plan.

The data pointed to three themes that were instrumental in developing the tactics. One theme was executive leadership, as represented by such items as continued and visible support from the sponsor, the support of other executives, and protecting the project from other priorities. A second theme represented the needs of employees, as indicated by the significance of fair treatment and clear expectations and roles. The largest cluster had to do with project management. These items included adequate staffing and funding, a capable project team and project manager, tracking and publicizing progress, explaining the change to all stakeholders, making the project seem small and manageable, and detailed planning. These three themes would need to be reflected, not just in a few tactics, but in the overall strategy for success.

 

Some people are naturally more "change-adept." We need to spot and encourage the early adaptors - and we need to develop change-adept employee profiles to better understand how to develop these qualities throughout the organization. The change-adept are not necessarily more competent than their co-workers, but they have distinct advantages in the attitudes they hold and the strategies they adopt. Change-adept professionals build greater resilience and not only survive, but flourish in changing times. There are five factors that determine which individuals deal successfully with change.

 

1. Confidence. Confident people are self-motivated, have high self-esteem, and are willing to take risks. Quite simply, they know how good they are.

 

2. Challenge. With any change, the danger of possible reversals coexists with incredible opportunities for personal and professional success. Leaders need employees to be excited by the opportunities in change. When change-adept people are asked for verbal images they associate with change, they acknowledge the stress, uncertainty, pressure, and disruption, but they also emphasize the benefits -- the opportunity, growth, adventure, excitement and challenge.

 

3.  Coping. Some people are naturally more flexible and better at coping with, and adapting to, a complex, fast-paced reality than others. These individuals take charge of change by accepting responsibility and assuming control. In organization, strategies will be planned, announced, implemented, and then-- right in the middle of execution -- they will all too often have to be altered or aborted because of external changes. What leaders need from employees is the ability to commit to a course of action and, at the same time, to stay flexible enough to quickly alter behavior and attitude.#p#分頁標題#e#

 

4. Counterbalance. Those who are most resilient not only have a job -- they have a life. Change-adept individuals compensate for the demands and pressures of business by developing counterbalancing activities in other areas of their lives. They engage in exercise programs and healthful eating habits, they cultivate interests outside of business -- sports, hobbies, art, music, etc. -- which are personally fulfilling, and they have sources of emotional support. Because employees with counterbalance have a life that includes both work and recreation, they handle stress better and are more effective on the job.

 

5. Creativity. Buckminster Fuller once said, "Everyone is born a genius. Society de-geniuses them." Change-adept professionals have survived the de-geniusing of society to remain curious, creative, and innovative. You can easily spot creative people in organizations. They are the employees who are constantly seeking ways to improve products, services, or themselves. Typically, they question rules and regulations, and contribute ideas beyond the limits of their job descriptions -- to other functions, to other departments, and to the organization as a whole. These creative employees solicit diverse opinions that generate new thoughts, and they value any business experience that exposes them to new knowledge and skills.

 

結論--CONCLUSION

 

Most leaders contemplating change know that people matter. It is all too tempting, however, to dwell on the plans and processes, which don’t talk back and don’t respond emotionally, than to face up to the more difficult, and more critical, human issues. These guidelines should help dispel some of the mystery of successfully mastering the “soft” side of change.

 

建議--RECOMMENDATION

 

The person who is running a business should have a clear objective and he should concentrate the power at right time and right place.

 

文獻目錄--BIBLIOGRAPHY

 

Ten Guiding Principles of Change Management- 20040012/3/04 PRINTED IN USA

2004 Booz Allen Hamilton Inc .( www.boozallen.com)

www.mindtools.com

www.amazon.com

www.wikiwix.com

www.wikipedia.org

www.businessgrowth.com

 

附錄--APPENDICES

 

The Top 10 Questions To Ask Before Implementing Organizational Change

 

1. Have we got the right leadership and "buy-in" support for the proposed change?

 

2. Is the proposed change aligned with the strategic plan?

 

3. What current/future issues/concerns will performance measurement/management address?#p#分頁標題#e#

 

4. What are the implications and barriers to successful implementation?

 

5. What are the inherent risks/costs of not embracing the change?

 

6. Who should we target as the key drivers for the "new way we are going to do things round here?"

 

7. What processes will we need to change/introduce?

 

8. How will success be measured and what value will success have for the business and individual?

 

9. How do we change people's behavior? How are we going to "unfreeze" people to get them ready for the change? How will we cook them and ensure that a change in behavior/output has been achieved? Who should be trained? What training methodologies should we consider? What will we do to "freeze" the changed behavior and ensure it becomes embedded?

 

10. Who will feel threatened by the change? Management and individuals will feel threatened -- especially those who fear they are

 

under-performing. A communication strategy will need to be planned and delivered in collaboration with top management and influential champions for the change.