Hello Respected Researchers and HR managers, In this section we will discuss about “The 6-Strategies for Effecting Successful Change“. It is very much important for a Researcher as well as HR Concern person/ manager to know The 6-Strategies for Effecting Successful Change. If researcher or HR Manager could follow the Points accordingly,it would easier to reach the goal. Let’s have a look…
⇒ We know that change is difficult, and efforts to effect change in organisations often fail. The challenge for members within organisations is to create, develop and sustain an environment that facilitates change processes. This necessitates attention to the unique complexities and risks that are inherent in change initiatives. The are a number of key influences that managers and change agents must be aware of and consider in order to plan and implement successful change:
(1.) Construction of Crises: The literature argues that people must be driven out of their comfort zones, and often they will not leave those comfort zones without a very compelling reason. It is suggest by many researchers that a sense of urgency or ‘pain’ must be communicated to members of the organisation.
(2.) Leadership: The need for a strong champion of change cannot be over-emphasised. Change efforts require leaders that not only inspire those around them, but leaders who can set a course, steer the ship, and re-navigate when necessary without a lot of warning. Much attention is given to the role of leadership throughout change efforts, and most researchers would identify strong leadership as essential to success for any organisational change. In particular radical change, because of its unique demands on members of the organisation, places a special premium on leadership skills and competencies. Transformational change is unique for two reasons:
( i) the pace of the change itself is faster; and
(ii) organisational elements that require leadership attention centre around high-involvement, cross-functional, technology driven, group.
(3.) Team Dynamics: The teams that are formed to effect change have an enormous responsibility: they establish paths for innovation after collecting information (through benchmarking and in-house analysis primarily) that defines the direction of needed change. They reinvent the way the organisation conducts its business, and must sell that ‘reinvention’ to the rest of the organisation. r team focussed core competencies and values.
(4.) Benchmarking: You may have participated in a benchmarking initiative—perhaps even more than one—and found it can be a useful way to learn about successful change techniques. Benchmarking with other organisations (or other subsidiaries within your own organisation) can be time consuming, stressful at times, and costly in the short term. But if you are not able to establish a yardstick of measurement in terms of your expected outcomes, then you cannot set goals that are meaningful or even achievable.
(5.) Culture: The tacit nature of underlying values and assumptions makes them directly unobservable. Yet insight to these belief systems is critical to planning for and predicting successful change. Some cultures are paradoxical in nature – behaviour that participants display may be consistent with what has been identified as an antecedent to successful change.
(6.) Goal Congruence: Senior management often face difficulties in establishing goal congruence in an organisation. They must consider individual goals, group goals and organisational goals. The challenge is in reconciling these goals and identifying a source of leverage for change efforts that meets all of these needs.
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