Managing change questions
What managing change buzzwords should I use?

None. Being seen to be implementing the latest fashionable managing change fad is almost certainly a recipe for failure. If a director or senior manager only becomes a "champion" of managing change because they saw or read of a change initiative somewhere, then whilst they may initially be able to generate enthusiasm this will soon turn into cynicism when employees realise the managing change initiative does not address the long-term needs of the organisation. In fact the organisational will be worst off because employees will, quite rightly, conclude that management is not in touch and do not understand their real managing change needs. Everyone will be alienated.

For managing change to work it must be a unique solution crafted by your organisation and for your organisation, to meet the current and future needs of your organisation. After implementation, if you want to label your managing change as the fad of the day, go ahead, but wouldn't a message that you did your own thing, with the reward of being a world-beater, be better than simply being a "dedicated follower of fashion" - now where have I heard that before?

How would I benefit from a change management consultant?

Consultants specialising in managing change can fill a number of needs. First, they can acquire useful information from customers, suppliers, employees and managers. Second, they can provide generate insight into managing change issues not previously known, or understood, by senior management. Third, they can facilitate managing change decision-making sessions that lead to clear change management action. Fourth, they can provide specialised managing change expertise in a new procedure, technique or way of thinking that is unknown to the organisation.

How do I minimise resistance to managing change?

If your intent is to eliminate resistance as part of your managing change strategy, forget it. This is not the middle ages. However if you wish to understand and then deal effectively with peoples concerns about managing change then make sure they are always kept well-informed, provide them with financial and job security whenever you can, and never underestimate their need for emotional, technical and developmental support throughout the period of managing change.

What are the common pitfalls when implementing organisation change?

There are many reasons why managing change fails. Among them are

	management following fashionable ideology not suited to their managing change requirements.
	unclear or unrealistic managing change expectations
	not realising that successful managing change takes persistent effort over many years.
	inconsistencies between management's declared managing change objectives and their change management behaviour and actions.
	assuming training employees or reorganising them is the only managing change they need to make.
	not changing supportive managing change and development systems.

How do I obtain commitment to our change management plans?

People are always committed to decisions and plans that they helped form, establishing managing change plans is no different. Be consistent in the way you manage, managing change is not an alien concept so do not abandon virtues and values!

Where do I start with a change management initiative?

Before you decide on any major managing change, conduct a thorough, unbiased evaluation of your organisation, its problems, needs, opportunities and threats. When you have done so ask whether the identified managing change will address the future or will you find that once managing change has been achieve the world has moved on and once again you will be playing catch up.

The funny thing about managing change is that it can never end.