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Change

 ORCHESTRATE CHANGE:

Meeting the challenge of the future




“Life is change . . . Growth is optional . . . Choose wisely . . .” Karen Kaiser Clark


 Nothing stays the same.  Look around you, assess your environment, evaluate your relationships, take inventory of your resources, appraise your skills and you will have to acknowledge the reality of change.  

 
The globe is spinning faster and faster. There is no doubt the pace of change has accelerated. Nothing remains static.  Being well trained at one moment in time does not guarantee competence in the next moment.  It is an exciting, stressful time and it looks like the pace is not going to slow down.

 

Organizations exist in a dynamic open system. An ever changing environment impacts on the organization and each variation in the organization will affect its constituencies.  All variables in the system are in a state of constant flux and if an organization does not adapt, it will become obsolete.  Trend analysis, research and development, product/service improvement, personnel planning and fiscal oversight are essential for survival and growth.


Change is an inevitable part of personal and organizational life.  It is not so much change that people resist as the possible result of that change. Do not sabotage the success of a change by assuming people will resist it.  If you can show them that the outcomes will be favorable or will not cause harm, there should be a way to get people to embrace it, endorse it, welcome it or, at least, not resist it.


People fear change less than the prospect of being changed. Potential for loss, insecurity with new expectations, apprehension over the unknown, more work or higher expectations, uncertainty, ambiguity, and fear of failure/success are some of the possible byproducts of change.  These are the things that people resist. Organizational leadership must reassure people through open communication, accessibility and frequent feedback.  Each of these concerns is legitimate and should be taken seriously. Address them candidly and directly. By removing the resistance, you increase the probability of a successful transition. 

 

Accompany change with training opportunities.  Allow adequate time for adjustments.  Solicit input from those people who will be impacted by the change.  Make your expectations clear and explicit. Reward creativity. Encourage innovation.  Most importantly, model the kind of behavior you expect in others.  Find ways to make change happen. 

 

“When you are through changing, you are through.” Bruce Barton

 


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