Top five principals of change management
Jan. 13th, 2006 12:31 pm![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
chickenfeetfrom ![[livejournal.com profile]](https://www.dreamwidth.org/img/external/lj-userinfo.gif)
frankie_ecap
1. Respect. Most people aren't wilfully obstructive. Listen to what they have to say and take it seriously.
2. Learn from judo. In judo one uses one's opponent's weight and momentum to one's advantage. Let people create their own momentum for change.
3. Walk the walk. If the change agents and the organisation's senior management don't model the desired behaviours, people will, rightly, become cynical very fast.
4. Embrace complexity. Don't try to design change in detail. Set broad goals, create an appropriate environment, design helpful interventions and let things happen.
5. Be ruthless when (and only when) you have to be. If, for example, there is a senior manager who is willfully obstructing the programme, get rid of them, and make a lot of noise about it.
frankie_ecap1. Respect. Most people aren't wilfully obstructive. Listen to what they have to say and take it seriously.
2. Learn from judo. In judo one uses one's opponent's weight and momentum to one's advantage. Let people create their own momentum for change.
3. Walk the walk. If the change agents and the organisation's senior management don't model the desired behaviours, people will, rightly, become cynical very fast.
4. Embrace complexity. Don't try to design change in detail. Set broad goals, create an appropriate environment, design helpful interventions and let things happen.
5. Be ruthless when (and only when) you have to be. If, for example, there is a senior manager who is willfully obstructing the programme, get rid of them, and make a lot of noise about it.
