What is the first thing occurring in your mind when you hear change management? The answer is rudimentary; that is managing the changes that prevail in any kind of organization. The method of approach can be different in varying situations however; the basic agenda of change management remains the same. It follows a simple path and chronology of adapting, controlling, and implementing.
Adaption is the process to acquire and understand the type of change the organization requires. Controlling involves the process of observing keenly; the pros and cons of the change and what repercussions it will bring. Implementing is the last and final step of change management which involves fulfilling and executing the change.
Talking about the type of change; change management is not only called for in one section of the company but all the departments. Depending on which department requires changes on what levels, change management is bifurcated into the following categories:
- Organizational change management– This involves the process of conducting transformations in the hierarchy or hiring a new employee. Following a systematic approach towards organizational change not only ensures the implementation of company expectations but also the proactive participation of employees.
- Project level change management– Change management at the project level applies to any ideas or initiatives seized by the company. Its role is to ensure genuine and actual participation of the employees. A change at the project level can influence the processes, tools, employee roles, and job structure.
- Individual change management– Consequences of the change of an individual’s behavior or growth, for instance, their goal achievements and its management can be referred to as individual change management. Various factors can affect an individual’s behavior, whether it is the change in their maturity level, the group of people surrounding them, transfer to an entirely different location, or even during discrete job assignments.
The mentioned above are different hierarchy levels of change management and are entirely separate from the types of management.
- An Exceptional change- Exceptional change is one of the least affecting changes on an individual and does not require thorough management as in other changes. For instance, a change in the name or address of an individual would only require some paperwork to be approved by HR, but it would not cause any deeper level of change in the life of an individual or the company.
- Incremental- ‘Incremental change’ is a somewhat quotidian change experience for many people. There is a continual, slow introduction of variables and ‘newness’ that may culminate in the entire replacement of a former state with a new one, yet because of the insidious nature of the change, the old ways defenses are never triggered.
- Pendulum- Individuals are exposed to the third form of change management when they face an abrupt shift from one state to another. This ‘pendulum shift’ might lead to an individual embracing an extreme point of view that is opposed to what they previously maintained.
- Paradigm- The fourth and last sort is the one frequently examined as being ‘appropriate’ change and is known as a ‘paradigm change’. This happens when data, undertakings, and practices are, re-coordinated and lead to the development of another gestalt – another conviction and worth framework. It is viewed as the ‘best quality level’ for individual change because when the esteem frameworks of an individual are altered, the change is completely disguised and future execution and mentalities can be anticipated with some exactness.
Implementation of change management –The accurate technique
- Understanding the need for change.
- Forming an appropriate and achievable goal.
- Establishing milestones at shorter accomplishments to maintain the vital expedition.
- Considering different opinions and ideas on change management.
- Eventually formulating a well-planned management strategy.
- Holding out the management roles to deserving and capable models.
- Following proper guidelines to implement the change.
- Gather feedback, especially from people affected directly.
- Observe the differences after the change and prepare a report for future references.
Causing or managing change is not the work of a single individual but is the combined efforts of various organizations. Every individual is assigned a disparate task of management to certify smooth transitions. Change itself is not stable. Sometimes there would be a success and other failures. However, learning from the previous misinterpretations and errors, subsequent changes can be made worthwhile.
